- Scott Hine has worked at Novus International for just under two years. His title is Executive Director, Strategic Initiatives. How is this different from where he worked before with respect to exercising his full capability?

- It has been a great struggle to bring requisite organizational theory into my business. By bringing this VP into the process with me, we've reached a whole new level of understanding between ourselves. Every year we do an annual review pay scale review for both our field supervisory staff. Everyone's pretty well satisfied with their treatment in that regard. - The second phase each year of pay occurs when we bonus at the end of the year. We try and make a distribution of 20% of pretax profits back to the employees other than the management employees. There's a great discussion that takes place there of how that money should be allocated.

- Time span of discretion as a tool for job evaluation just doesn't work. Elliot Jackson's discovery of the time element in work is of great significance. But as a practical tool in organizational design or job evaluation, my own experience has made me doubtful that it works.

- Jared Hux has been with Novus for almost four years and four years in the fall. He works in product management and marketing. Hux says the cross functional team structure is very important to the success of the team. He says the novice management system is unique to the novice vendor system.

- I think what you've got is an incredible integrated package. It integrates every single aspect of the organization. We've linked pay to individuals, to roles, to organizational structure. Anyone who wants to use it now is benefiting not only from Unilever, but also from Tesco.

- I would love to have been exposed to this in college courses or graduate school courses when I was 25. By the time I was 30, it was really good at it. This is a system for all seasons, for prosperous seasons. If you can learn it, the quicker the better.

- Small businesses often have an extreme loyalty to the people who started it, as it should. When you get to a certain point now that we need to start looking at formalization of procedures, the development of systems. One of the challenges is how do we begin to create those systems?

- Joss Windermans grew up in Toronto, Canada. He worked in packaged goods marketing before becoming a general manager. Now he's trying to figure out how to be a good CEO. - The changes took a number of months to implement. The first time I felt that there was actually real change for the better was about six to nine months after the implementation of the changes. Measurement became a much bigger part of doing it.

- I was interested in how organizations work and how they get an organization to succeed. It sounds like common sense now, but you just have to be interested in that. A lot of people think that's all they need to worry about and not the structure and how the organization gets work done.

- I think one of the big learnings is that you really can't just work on one part of the organization. If a client wants work done on structure or work on peoples or people or any of the other systems, what we try and do is to encourage them to look at the other areas.