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- Making hierarchies better able to serve social and psychological as well as economic needs. It helps when you're needing to downsize because of some financial constraints and challenges. It has helped a lot now in terms of growing the organization.
- Business systems really drove the behavior of the organization. Referrals from employees of the plant for domestic violence are down to virtually zero over the last six months. In the last 15 months since we've been implementing requisite principles and rebuilding our business processes, we have been the highest performing mining stock.

- The last time I participated in a Go conference, it was back in Toronto. We were operating at CBRD Inco. In 2008 the Canadian operations delivered the best outcome in terms of safety, production, productivity, operating costs. Today, as we speak, the operations are on strike. That is very disappointing to see.
- My focus today is to talk about the new Anglo Goldish Anti. We're building a whole new organization, structure and strategy. And we're taking the business into the community. 70% of our businesses in Africa is absolutely critical for the future of those communities. And I think we've been making good progress.

- Ericsson's Chris Anderson tells his story about implementing Requisite organization in India. He says most of the critical decisions and dialogue and feedback he didn't have with his manager, but with his managers. It's learning from these pain points that make us grow, he says.
- Ericsson has had over 30% annual growth and gone from minus double digit operating income. Customers now ask to meet us where they didn't before. Great people hire great people. First you get the right people on the bus and then you decide where you're going to be driving that bus.
- People are okay to take sometimes even a smaller role. Everybody can intuitively feel the strength of your management team. It's better to take that pain right up away and be honest to people. Strong general with a number of strong lieutenants will prevail.
- The social power of the CEO is one of the most important things that we can do. If we can at least help some of those guys on the Sunday afternoon to have 1020 percent, 30% higher feelings about what they're going to do on Monday morning, I think we're all doing a pretty good job.

- Peter Taylor has been with BIOS or associated with BIOS since 1996. Adds to the CPA process to capture more information. Organisation, job design and development, leadership development coaching. Everything virtually is a three letter acronym.
- We tend to build up what we mean by work at level three. And then similar kind of approach in terms of level four. What we're talking about is recognizing the difference between the key elements of the work at levels three and four. It's trying to give people something to hang on to.
- What two activities have you left behind with relief and why? If people have moved from a level three role to a level four rule, or in that transition. And then we would move on to looking at the work in a bit more detail.
- The first session would be around the diagnostics building, rapport with people. The second session would focus on what they can do to develop themselves. The third, fourth, fifth and sixth sessions would then focus on developing their career. Finally, developing the action plan and reviewing it with them.

- I want to try the couple try to hit the couple of things that weren't hit. And you're going to just we'll just go through them. It all right.
- We can take measures by counting things. How do we talk about role to role or design issues within the organization? We can measure in value with results, with economic results. And that would be extremely valuable.

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- Wilfred Brown joined Glacier at the age of 24 and married the boss's daughter. He became a lifelong socialist when they made him a lord in 1964. Alistair: Would it be fair to assume Brown was an opportunist as well?
- Wilfred Brown instituted the works council in every single factory within a year of becoming chief executive. He wanted to replicate the institutions of the state in an industrial organization. He forced managers to unionize themselves much interest to him. All that was in train until 1948 when Elliot came on the scene.

- A director general with a limited number of people could improve organizational health. Cancer planning and what's being done nationally in Canada is directly related to that intervention. It took about three or four years, but there were substantial gains.

- The whole idea is that nothing representative does will ever supersede the collective agreements. What requisite does is provide clarity. If you have an adversarial relationship, no matter what you do, it's going to be difficult. But if you can be as open as possible and show what the results are.

- Don't. The same. It's Sam. Please don't listen.

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- In order to play the strategy architect role, that toolkit, that comprehensive, systematic kind of approach is absolutely necessary. I learned to do that when I was VP of HR in the pharmaceutical industry. What was it in me that made me more open to systems and strategy?
- Amat: We all did have strategic plan. Have you supported your manager developing it? Yes, it will be there at the table, but not necessarily. Key to it is to get other people on board. Very difficult process to get the strategy implemented.
- HR is involved in helping establish the business strategy. Understanding the strategic architecture puts you in a better position to have alternative insights. Looking at some basic kinds of goals, both hard and soft goals in terms of growth and market share.
- Paul Slovatsky: There are like ten or twelve ways that a company can make a profit. If you do not understand the way value is created, you cannot defend any investments in HR. The primary intention in being effective is being able to hold your own with finance, he says.
- Charlote: Build a good relationship with your finance VP. He says most organizations don't spend enough time talking about the business model. If you build that relationship with finance, you're going to be a much more powerful and influential person, he says.
- There are a lot of resources on our website for HR people. If we could get Paul's computer connected to this projector, I could spend just a few minutes guiding and showing you some powerful resources. From my own well, Charlote and I will both stay to lunch.

- Jerry Crane has put intellectual work in to give you a systems overview of Requisite design in less than an hour. He has responded to every request for him to contribute to the society. So I want to express thanks to Jerry.
- managers look at three things to identify their highly affected people. Who are the ones that don't hold back, don't play it safe and make ambitious commitments. And your go to people are also ones who understand the importance of working laterally.
- What does accountability look like in a company? The manager needs to be clear with people as to what they're accountable for. Manager is accountable for ensuring that each and every one of his or her subordinates are working within limits. What authorities do managers need to initiate removal from role?
- The automotive OEM industry is going to contract from 35 to three or four by the middle of the 21st century. Elliot's research clearly pointed to level five business units as the place where you need to align business functions. If you don't have technology, you're doomed.
- When people fail to adhere to defined boundaries, bad things will happen. I find the traffic light metaphor works beautifully. If we're going to develop policies, do it right and don't let people thumb their nose at it.
- Thank you for systematically selecting capability. For me, leadership has two components defining and setting direction. It's about leveraging the potential of all of your resources in order to achieve that direction. And then what ties it all together is leadership and the leadership system.

- Jerry Gray: We want to include the evidential side of the issue and the research side. It'll take us a little bit into the other side, which is where we go from here. Has this been ignored in the research literature? And Ken, I'll be asking to make some comments on that as well.
- VIMO did a study here both on employee satisfaction and financial performance. And you can see here that organization design significantly improved. While we only tracked it three years, in fact this has been a continuing process.
- Ken: We're trying to find opportunities through the consultancy to do research. We've also developed a questionnaire on organization design satisfaction. Because our main business is consulting, we really haven't put the effort into publication yet.
- As a consultant, research is good for business. How do you use some of the research in order to not only for the consultants, but for Canada, for Sweden? My practice is moved to strategic planning.
- Can you compare what has been written on other famous authors against Elio Jackson? How does it compare with equity theory in terms of quantity, quality? What's the failure rate in our field? One of the reasons for the high failure rate generally is because of the misalignment of managers.
- Where it's being taught right now are a number of places. But their biggest one of the things I want to stress is to get the consultants, wherever they are to sign on to become adjunct professors at their local university and just go for quantity on this stuff.

- If you try and do serious consultancy work, you're always working through long term partnerships. Ken wants me to pick up some of these stories. We all do this, I think, when it works really well. I'd like to have you share those stories.
- The Germans began to get the hang of industrial democracy in the middle of the 19th century. You need to distinguish between decision making and policy formation. The English have not yet caught up forgive me repeating myself.
- Professor Harry Franklin was professor of Philosophy at Princeton. He wrote a paper many years ago and it's called On Bullish. What is the difference between hot air out and out, lying and bogus? If you're telling a lie, you are deliberately deceiving.

- Brown believed democracy is the least worst way of managing affairs. He understood power and believed passionately that power will distort your world unless you corral it in the correct way. What he ended up doing was delegating authority from each manager to each subordinate.
- What happened with works councils? And where do unions fit in? For Wilfred, the unions were a necessary part of the deal. He was trying to force managers to unionize themselves as a power block. Has that happened anywhere else?

- The Roche Canada story essentially began in the early to mid 90s. The pharmaceutical industry has long been one of the world's most complex. I'm going to briefly describe some of that Turbulence and Change how Roche as a corporation decided to respond to that.
- Kevin is a very, very smart young man who's not had a lot of education. By using patterns that you can see when you're working at your level versus the individual detail that he's working, you're able to make different kinds of decisions. It's just how you decide to conceptualize the issue.
- There's a shift in the number of functions that you have to cross integrate in order to move up level. At the MD level, the reason why time is required to resolve complex problems. And that's what drives time.
- Great strategies are always a level shift. China is hammering everybody in any tradable product. If you can make it, it's better to be made in China. To change, you're going to have to go up to the next level.
- High level strategy demands large negative cash flows. There's a decay curve on every business's cash flow. The dominant player in the market is operating one level above the others. You got to keep coming back to reality.
- That's enough. We'll leave a little bit of time for questions. Any questions out there? Everybody's hungry? It was great. Thank you very much.

- As consultants we must design four spaces for different kinds of work. The third task the consultant must take on is to facilitate the incorporation of the intermediate managerial level. The fourth task is a much more delicate one because it has to do with an emotional commitment that is assumed with the business.
- There are four possible levels of comprehension regarding the task a consultant carries out. Level B involves the supervision the consultant receives. Level C revolves around the possibility of theoretically studying the wide profile of consulting work. This leads to level four, or rather d, which is the development of a theoretical body of work.

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- Jack Fallow: As my 6th year studying business, the first I ever heard anything that made sense to me. Steve Clement: I was the translator for Elliot Wilford's work both in the army and CRA. Katie Burke: The first testable proposition I had in the management field was impact. Tell when it hit you.
- Peter Mackenzie Smith was a line manager at Xerox for many years. George Harding told him to read General Theory of Bureaucracy. Smith used it as part of his management weaponry for the next 18 years. He became a consultant four years ago.
- Ron Cappell first came across Elliot Jack's work in 1988. Ricardo Pierre translated General Theory of Bureaucracy two years later. Peter carLots found ideas helped put people into perspective and see where we must go with organizations.
- Paul Holmstrom recalls meeting Elliot Jakes in early 90s. He says Jakes insulted Whirlpool by saying they were not Requisite. Rolf Lundgren taught Brander how Requisite works. Brander says it was the most exasperating experience of his career.
- Linda Glow first met Elliot Jackson in 1993 when she was a business unit manager for a Fortune 500 company. Jackson's ideas for bringing science into management were not clear at all how to put them into practice. In 1997 Jackson came to Buenos Aires to work on a project with the Argentine government. The project proved successful.
- Sandy Cardillo: In a past life I was probably an anthropologist. She says training and development is her third career. Cardillo says she is fascinated by the methodology of Elliot's work. She was honored to meet the Oracle in 2001.

- Most beginners think of requisite organization as the system of templates, methods, processes. What I've come to believe is requisite organization is a means of renting people's capability in order to achieve. It helps you get implement strategy efficiently, it helps build trust.

- Third presentation is by Harold Solas. He's been a board member of the society these last five years and very interested in this. Says charges for domestic violence have dropped to almost zero. Now, isn't that a stimulating thought?
- Elliot Jacks: The only possible science is in behavioral science. Gelbraith Senior: The future of economics is in understanding the workings of the firms of organizations. Eliot Maturto: Leadership is a uniquely human phenomenon. Current economics is all wrong.
- Arrow theory could be considered as a theory of constructive constraints for working human organizations. The true social responsibility of business is about good practices. Will we be able to extend science and scientific method to the way we order?

- As far as I know, there has been no updating. The real answer is in the Boulder, the four volumes that Ken dropped on the desk. The thing that we have even less notion of is the distribution of level of capability. So we really need to know.
- There is great danger in all of this that our expectations color our judgment. The problem with a science, particularly a science where so much judgment is involved, is exactly that danger.

- Not being requisite is not a business problem. Jam ups and gaps are not reaching your strategic targets. Having a senior enough executive accountable for the program absolutely critical. People aren't going to want to change if the problem isn't big enough.
- The Society would like to know how we can support your learning. Challenging existing conventions project management. Using time span of discretion to determine the complexity of the project. Getting those boundaries of the task correct.
- We'll want one statement from each of you about what do you intend to do about furthering your learning. Maybe a webinar once a quarter. A LinkedIn group for our well, ROI has it. Can we promote that somehow here?
- A LinkedIn table will be held tomorrow or Tuesday about collaborating on professional development online. If there's a library of the template that we can all access, that would be great. People adapt it to their organization, what suits their culture. It's a community of practice.
- One volunteer from each of the ABCDE groups would be willing to share their insights with the group that's gathering tomorrow morning. It would be about ten, maybe 15 minutes as a group of five. We'd like to declare on behalf of the island, we absolutely had a blast working with you.
- Elliot Jack: Social power and behavior of living organisms is a work in progress. There's a correlation with the size of. the group. If we truly consider to study it rather than just apply it, I think we will continue to open up opportunities.

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