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Speaker A My first impression is that I looked at the got the Oxford Dictionary and looked up the word requisite to find out exactly what I thought it meant required, but I got the exact meaning out of the Oxford Dictionary to what did it really mean. And then I did read a number of Elliot Jack's publications and also Ron Cappell who was our external consultant, helped us teach us and explain in more detail what it really meant and what were the advantages of using the methodologies that were used. And we used in many three major methodologies. One was the task cost analysis where we developed amongst all the staff and worldwide all our people. We developed a nomenclature of 137 tasks and then every staff member allocated 5% of their time to one of those 137 tasks and we were able to cost it out in terms of deciding what was core and what was support. So how could we move minimize some of the core and get some of the barriers and the frustrations out of the daily work of the employees and have more allocated time to core? Another was the process mapping in terms of a number of key processes. So we mapped on the processes to be able to try to take work out of the system because we weren't going to grow any substantial amount in terms of numbers of employee, but our volume of our business was going up. And thirdly, which was the whole time span analysis in terms of the stratums, the levels and clearly given what we had to face, unlike a lot of other organizations doing delayering, we had to add a layer. So we moved from being a stratum five organization to being a stratum six organization and I had to put in more senior management, develop the management depth to be able to face some of the challenges that the organization was facing at the time. Well, with Ron's help we were looking at in terms of what tasks took the longest time to complete and when we looked at it we were trying to adjust the organization to 20 years out. And so that was clear that steps had to be taken today in order to see the results in 15 or 20 years out that led us to say my we better get adjusting a time, it takes that amount of time. When we were working with a lot of developing countries and people and behavior there were a lot. In order to get the changes and develop local capacities that we were working on, it was clear that those that didn't take five or ten years it was much longer period of time. In order to develop the capacities that were required for organizations to cope locally with various emergency situations or socioeconomic crisis and things of this nature. The word requisite versus some of the methodologies used there seems to be there wasn't very much, very much linkage but then when you kind of started to put it all together, the various processes in terms of a requisite necessary organization and taking a more holistic look at it, it started to make much more sense. So we're very pleased with how that evolved and what it did in terms of our effectiveness. And of course, in this is more important at that time in the international, efficiency is important, but effectiveness was more important because you were dealing with people's lives and you wanted to make sure that you were effective in making sure people were able to cope with situations and that you were able to save lives.