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Speaker A Mark, what about you?
Speaker B Probably three specific progressive perspectives, the first in early 80s, early to mid eighty s, I was a young production manager CRA and so apologies to Steven Jumi and was perspectives that the theory was explained to us in the organization. Within the units there were specific principles described which made lots of sense. Our execution probably in the business unit that I was in wasn't terribly good, which was rather frustrating because the implementation didn't actually match the way the principles were described. I left.
Speaker C Organization.
Speaker B New business model created and also needed work with the organization. So as crude as I was really not fully understanding the model, I proceeded to look at a lot of the things that I've been working in that period of time. And in a period of about five years we improved productivity by about 150% major reductions to costs and really created a new future for that business. I then went to a company called WMC and applied the same processes and approach new business model, new approach and again over about a 40 year period achieved the same sort of result restructuring again focusing on business model. Some capital and again, productivity improvements well over 150%. And we talk about the changes that will introduce. And I attribute probably half of that productivity improvement to the new business model capital being applied in the right places and the other to the effective us as managers and the relationship we develop with our employees both as a consequence of that restructuring and also a very deliberate attempt to take ourselves from union environment to a non union environment. The third perspective and incoherent join the organization but weren't quite sure where to put me. And so I was fairly low risk and then I'd been through some fairly significant restructuring and I said well we need change, but we're not quite sure how much and how far and we're not going to actually put you in one of the business units. So we'd like you to have a look at the business for about four or five months, give us your thoughts on what's needed to be done and we'll then look at whether we'll take risk. So we went through a process and in particular focused on the Canadian operations and made some recommendations again around business models our approach to the way we do business with certain stakeholders. And the third element was the reorganization strategy, the organization strategy. At the same time, inca had actually been working with some of the Requisite principles for probably five years I think Michelle but hadn't embraced on an organization basis. So after that first six months they said well, we'll give you thoughts a try, we'll put you in Canadian mining operations and within that six months with some simple changes and giving the managers some support in terms of things they need in order adopting some simple principles. We picked up productivity by about 30% of mining operations, and in the last twelve months now responsible for all the Ontario operations. And so we're in the early phases of implementation of the principles through our organizations. I got a copy actually on Catherine that I've now read.
Speaker A Mark, what about you? Was it particular business problem you faced.
Speaker C Or was it.
Speaker B Probably in the context of income? The thing that I found very easy for myself to step into in our organization is I wasn't actually in a mind role. And in fact, the diagnosis of our business was actually carried out by our employees. I just helped them look at, we gave them a framework to look at themselves, whether it be from a strategic perspective, whether it be from the integration system within the organization right through down to execution of the front line. And in actual fact, they told me about when we restructured in the late 90s, we talked about this level of management and this work somehow fell over, which was the stratum level strategy, systems integration design, and that complexity of work. And then we talked about other parts of the business that fell over as part of that restructuring and why our productivity was just continuing to die. And being able to take them back to a framework so that they can have those conversations and understand why those things may be possibly occurring, has been a very good way of getting people back to a conversation in terms of where we go here. So it provided a great framework for people to do their own diagnosis and also help them in terms of how to go forward. Sure, I have to do strategic work with the team and managing the corporation, and changing perception about what we believe we can be as a business, and changing the corporate perception what we can be as a business. I think all we've done now is really liberated people in terms of understanding the nature of work, what needs to occur for the organization to be productive as a whole, and how we start to liberate at all levels, in particular at the front line, to give us every bit of discretion. And they had the answers. This provided a great framework to take maturity for them to do their own diagnosis and for them to actually come up with the answers. Probably a more subtle issue for me is probably understanding the cultural sensitivity. Being fairly new to the country, certainly hasn't got a pretty intrinsic culture. When we talked about we got the straight in the ground up the first two months and said we're going to deliver a 30% productivity improvement in a relatively short period of time, everybody nodded their head. I think most of the conversation he's smoking drugs, so making sure that you understand what body magnets mean. But it's interesting, some of the people who made that observation have now said, well, we've made a lot of changes, but not necessarily requested in nature, but certainly a lot of the principles that we've applied have made that difference. But it's interesting now in looking at getting it or driving the changes to the front line, people are now saying, well, we've got 30%, but if we actually get this right from the S Three to the S One with this front line, what we're doing now, we actually think there's another 50% being conservative. So there are new numbers. We talked about everyone else's numbers maybe could be more effective or certainly could be more effective in tapping into that their own understanding of what was possible. And that s three to west one. And I heard the BMO team talk about the same sorts of issues, reconstructing your processes and really understanding how work gets done and reconstructing the organization to deliver. And I think that's what we crack now, which was a little bit of trial and error for us for about the first six to twelve months.
Speaker D But I think we're getting very close.
Speaker B What do you think make Rob and.
Speaker E You guys different from many other guys having the same decisions that have seen this theory really say this is the.
Speaker B Way it works, but still they don't.
Speaker E Go ahead and pull the implement. And what is it that they don't have or you do have? That is the clue.
Speaker B You ask very personal question. So I'll try and give you a very personal answer. From my perspective, I'm very inquisitive about the human condition. I'm very inquisitive about people's potential and how I can tap into that potential. And for me, the work, again, all the colleagues seemed to be the most well constructed, common sense application of what felt right. I think much of the other work can be complementary, certainly in terms of knowledge, skills and experience. But the assessment of capability and the understanding of capability, the knowledge, skills and experience, the behavioral aspects seem to ring true for me in the experiences I've had in life.
Speaker D One of the things that the research does show, both from Glacier Medal and Standard King's Dissertation, is that changes in practice, organization to bring about, or even someone who's incompetent CM comes in. It takes three years for the results to pop out. Talking financial results or clear operating results, either flat going up or going down, it takes the third years from the results show up. So you started to talk about this and just to throw another caveat in there. Dr. Demingson warned against going for those low hanging fruit. You need it for credibility, there's no question. But then there's that dip where you don't get results for a long time. It may last a year, the second year into the third year, how do you save your results and hang on to them and then feed them out for that second year? It's a really tough choice, but I.
Speaker C Think.
Speaker B It'S a really good question. I think it's actually true in that the results that I would call sustainable results as a consequence of the changes you've made to the organization. And in fact, the way you do business takes much longer to actually put in place and deliver on a sustainable basis. And that's why I talk to manage performance, because we talked about earlier this morning about long term for the market is performing. And so I think as a leader in the business, when you talk of your strategy or your business model, I think you have to have a very close and in fact, Rob actually talked about it. You have to deliver results when you're making the changes. And so in terms of capability and leadership positions, I think you've got to do both. And there is to some degree within organization act of faith, but the act of faith is certainly strengthened when you're able to deliver some tangible stuff on the way through. And I think you've got to do both. And I think those contemplating change have to be able to work on both sides of the street and do it in a well thought through, very well constructed way. You have to work both ends. And so my thought is that if you really want to be given the time and the support to make the changes, then you actually have to look at all elements of the business and the organization structure. Changes is just part of the change that may have to be introduced to improve business performance. And you have to make it clear too, and make sure you make these expectations through that process. Sam.