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Speaker A I think this is very, very important, particularly for beginners. And again, it's something I'm going to speak to tomorrow morning. Most beginners when they're learning it, think of requisite organization as the system of templates, methods, processes that are written in the book. Requisite organization. What I've come to believe is requisite organization is a means of renting people's capability in order to achieve, in order to implement strategy efficiently and with trust, we are renting your capability, and the purpose we're going to put it to is to implement strategy efficiently and with trust, everything else is commentary, including Strathm. The only reason why Strathm including Stratham the only reason why Strathm is at all of interest to us is because it really helps you get implement strategy. It helps you do it efficiently, it helps build trust. Otherwise it would have been an irrelevant variable dimension. So it is so easy for consultants to think of requisite as an end. It's a means. So I think it's still useful to talk about, well, how long will it take us to get the structure right? How long will it take? But the measure of its value is not how many roles are aligned. The measure of its value is are we reaching our strategic targets? Are we doing it as quickly and cheaply as possible? How does it feel to work here? Do people trust? And is there respect here? And I think Elliott could speak to that and say, if you have all of the practices and templates in the book implemented and people are entrusted while you're not requisite, I would say.