Job ID
1695715793
Duration
3615seconds
Summary
- Ron Cappell was one of the founding group of the Society. He has been working independently for many years putting together data. He recently has put it all together with his methods in this book, Organizing Optimizing Organization Design.
- Vertical and functional alignment of positions. Functional alignment is related to strategy and just a comment here. I think the strategy piece linking strategy to functional alignment is not done as well in Ro as it is in some other approaches.
- Manager Direct Report Alignment is foundational to the relationship with the manager. 55% of the manager direct report alignments are correct, about 36 are compressed and about 9% are gaps. My sense is that the number correct is probably a bit overstated.
- Better alignment of accountabilities and authorities, employee, supervisor, manager, manager once removed. One of the things that we find particularly important is identifying the crossover point manager. People who should have those roles don't know they should have them and the work isn't done properly.
- The one thing that we've added, which is not cross functional, is recommend policies or standards to one's immediate manager. A combination of recommend and monitoring creates a small G governance. Better alignment of people. Current matching future requirements.
- Ron Brown: A lot of the operational improvement projects should be conceived and planned at three, and pieces of those get chunked off and given to roles at two. How do you reconcile that situation? Brown: It's hard to convince the CEO to do a full project at the outset, especially knowing how much it's going to cost.
- Vertical and functional alignment of positions. Functional alignment is related to strategy and just a comment here. I think the strategy piece linking strategy to functional alignment is not done as well in Ro as it is in some other approaches.
- Manager Direct Report Alignment is foundational to the relationship with the manager. 55% of the manager direct report alignments are correct, about 36 are compressed and about 9% are gaps. My sense is that the number correct is probably a bit overstated.
- Better alignment of accountabilities and authorities, employee, supervisor, manager, manager once removed. One of the things that we find particularly important is identifying the crossover point manager. People who should have those roles don't know they should have them and the work isn't done properly.
- The one thing that we've added, which is not cross functional, is recommend policies or standards to one's immediate manager. A combination of recommend and monitoring creates a small G governance. Better alignment of people. Current matching future requirements.
- Ron Brown: A lot of the operational improvement projects should be conceived and planned at three, and pieces of those get chunked off and given to roles at two. How do you reconcile that situation? Brown: It's hard to convince the CEO to do a full project at the outset, especially knowing how much it's going to cost.