- At Roche, we decided to go down the Requisite organization path. A big part of the project for us was educating our senior managers. One of the biggest successes at Roche was understanding the different types of teams. The approach shaved significant time off of our product launch process. - Requisite. org eliminated bonuses to align employee goals with those of the organization. The company was able to roll bonuses into base salary. The strategic planning process gave us an opportunity to make sure that we were connected vertically and horizontally.

- The individual relationship I talked about before that we're focused on here as well as the business. It's a twoway trusting, working and product activist relationship that's going to get the best out of people. Only way to be successful is to engage your team in such a way that you enable them to do their best work. - The trust issue here is we use trust a little bit loosely between us as human beings. It's a systemic mutual trust that we feel at a deep level we simply take for granted if it's there. And that's the thing that we need to put into place with our organization design. But also the managerial practices.

- Using levels of complexity framework for designing organizations is as current today as it was 20 years ago. The challenge for us is to put things across in a language that line managers understand. It's not about being prescriptive in the way that we use it, but offering it as a framework for support.

- If you've ever worked in a requisite organization, you will never want to work in a non requisite organization again. My business now is about aligning strategy, people and performance. The organization framework is that underpinning to allow an organization to link strategy, its people and its performance. - For me, the most essential requirement for success is absolute clarity and absolute buy in at every level in the organization. ideally the sponsor is the business leader. If everybody is singing from the same song sheet, everyone is committed and everyone understands what the prize is. A more effective and more focused organization will deliver significantly better results.

- Two years ago, Honeywell completed a half a billion dollar acquisition of a competitors sensing and control division. The CEO of Honeywell wanted the redesign of the merged organization to not follow the typical Honeywell model. The project was implemented in nine weeks.

- Jeremy Lugen is in charge of the public relations for Novus International. He says the management system at Novus is a lot different than anything he's been exposed to previously. Lugen says the role level kind of prohibits you from burning out.

- When you have the proper person in place who has the smarts, good things begin to happen. The workers concerns are being addressed because now everybody knows their proper role. And when that happens, the profits go up, and you're doing things faster, better, cheaper.

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- The two main actors, the investment institutions and the corporate managements, are each under great, almost irresistible pressure to perform in the shorter term. Only exceptional firms can resist it.

- Dean: If we could scrap the traditional selection methods, which is looking at the GMAT grade point average and work experience off of a resume, we could go only on capability. Some school somewhere, someday will adopt capability as the admission requirement for an MBA program.