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- In terms of assessing individuals and their level of capability. It's still is an area that we struggle with, that I struggle with because people are very complex. The bigger challenge for me was when I moved from that role of business development, HR and legal and became the president of the company.
- How do you use this in terms of growing organization? We have now probably doubled the size of the company in people in the past four years. How do you make sure you're getting the right people into the right roles and then going back and reassessing?
- The next challenge is going to be as we get larger. You have to start thinking more in a more systematic way in succession planning. One challenge is always having to come back to the 80 20 rule. Compensation needs to be fair and equitable across an organization.
- I need to have more customer interaction than I have. I need to put more of my time on the orientation for everyone. Another challenge is making sure I have a personal relationship with each one of them. And I really need to be looking in terms of where is that next group of management going to come from.
- It was a great privilege to have worked directly with Elliot Jacks. He was a person who could always make you think. Today, this is one of the biggest challenges in the role I have. It's finding those kinds of moments.

- When Elliot would come to class, you'd say, anything you want to tell me before we get started? He pointed out that the relationship between students and faculty is an accountability hierarchy. Some people on our faculty will not permit Elliot's work to be discussed.

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- Ken Shepard: Use the Go Society's online professional development program. Click and this takes us to the course. And I invite you to read through. Right now we have primarily module one, which is preparing for Calgary.
- The two calls will take place on November 2 and November 7. Here's a short overview of how to get in and use the personal development program. I hope it helps.

- Mark Kaminsky introduced himself while we were in labor negotiations as our new plant manager. From that day on we developed a really good relationship. My life changed the day I met Mark. It's been a journey for me and the journey continues.
- I first walked on the Lewis Port site in 1987 and had walked out of Logan Aluminum. We met at the negotiating table. We ended up having a ten week strike. Together we made all the people's lives a little bit better. It was a great journey. He helped change my life.
- Bob Greene was appointed CEO of Kamalco in November of 1990. In April 1991, the company lost $6 million in one month. Greene came up with a plan to change the situation. He says an attitude changed and the company thrived.

- I was almost completing a PhD which I was doing at the Land School of Economics. I found Wolfie Brown and Elliot Jax's work absolutely fascinating. What appealed to me as well was his mixture of theory and practice.
- In the early days Brunel was and possibly still is a bit of a concrete jungle. I had become incredibly interested in the nature of organizations. The whole concept of social welfare, social services, social policy was very close to my interests. It was an incredibly exciting period in British social policy.

- Short CEO tenure puts a huge strain on CEOs. RTZ is developing a whole program around corporate governance and thinking about the role of the board. We can help organizations identify the gaps and provide a blueprint for how they can get there in the future.

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- In a world where data becoming increasingly important, how does the current structure support that? The real principle is what's the work? And then you organize around the work and then you put the people in work. Have the numbers of layers of management match the levels of work?
- The ideal way to get the success is to give that leader more of what he or she needs inside that unit to drive that. Decision as to whether some of that stuff stays in that business unit or not to the business unit leader. Are those units over on the left are they standalone P L business units?
- So that becomes then the question of the whole classic design stuff around shared services. Do you resolve the level of work layers first or do you resolve structure first? I think what I said earlier is kind of iterative exercise more than anything.
- The structure that's currently set up is putting risk and regulatory requirements ahead of innovation. Last group, we thought they were structurally not set up at all to do the innovation thing that they were talking about.
- When there's more service areas than line areas, you have to wonder whether you're serious about your line area. Depending on how those service organizations align themselves to those things. It really depends on, as you say, in your case, you got more of them.
- We're just a little bit over our time, but that's okay. As we move into a diagnostic phase, it's kind of taking this exercise and moving it into what are we going to look at. The answers we'll get depend on the questions we're going to ask. So we have to be really careful about what we close.

- Time is the boundary condition that we need to really always be thinking of. When you're giving an assignment, it's the one that appears very open ended. And this is why dialogues are so important. It's something that has to be well understood.
- "We make enormous assumptions at work because we all work for the same company, " he says. It's our accountability to share and to bring people up into understanding what we're really here for. And it's about the trust factor you're sharing in a requisite organization.
- So we've got a slide in here. This is the icon, context, purpose, quantity, quality, resources available, and time and the boundaries around that. It's got to have that kind of cohesiveness to it in order for it to work properly.
- All right. One of the main reasons I want you to understand my business logic is one of the things when I said I hire you for how you think. These are data driven conversations. I'm providing you with data to support my logic and thinking. These kinds of open, trusting, honest dialogues about work really is everything in an employment organization.
- We get only one drink per person. I thought outside of the box. There's the cup, there's your one drink. I know where you got that idea, but it's a wonderful one.
- Sit with us tonight and then as part of the morning review, we'll take a couple of minutes, I think, and see what you have found. Did you find gaps in your knowledge? And that's why setting the conditions within which people will talk with you is so important.

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- Time span measures the complexity of work in a role. The manager is the one who judges how long he or she is going to give the subordinate to complete a task. Any competent person doing the time spanning interview will come up with the same results.
- I would like to hire you as our employee relations director. And I would like you to monitor whether we ought to have an internal recruiting staffing approach or and when we should outsource. How long would you be able to do that? 18 months.
- We are currently on a PEO, a professional employer organization. We get a lot of compliance insights from them in this single vendor model. But we are at a size where we need to think about exiting. It's not a simple process.
- With regard to the PEO, we need to first create a plan. I want a plan as a first step, yes. And then to project manage execution of that plan. If we're able to get some clear cost numbers that gives us some upgrades, we may extend or stay with them.
- Alicia: I want you to project, lead that entire process. And accomplish what? At the end, we will no longer be in the PEO. 18 months is actually sort of to the date where I would see actually flipping the switch. There's some overlapping.
- You got to start doing time span interviews, right? I think if you're going to learn requisite, it's a really important exercise. Two layers behind this question is how we put this data into SAP and Oracle and workday as integrated ERP sets. That's a big challenge.

- Jerry: I do a lot of work in a thing called anaclytic depression. It's a form of depression that occurs when an idea that gives you emotional support is taken away from you. One reaction to that could be depression. On the other hand, you talked about being stimulated by Elliot.

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- If I were designing a curriculum for either civilians or for the military, it would have to reflect what I think an individual needs to learn at each specific point in time. What I would want is someone who is able to understand organizations as systems. Once you set that context, the context itself should help evoke leader behavior.

- Small businesses often have an extreme loyalty to the people who started it, as it should. When you get to a certain point now that we need to start looking at formalization of procedures, the development of systems. One of the challenges is how do we begin to create those systems?

- Elliot's notion that there was discrete step level to level, so that it's like ice to water to steam, a change of state. That flies in the face of everything that we know about human capability. Most of the things that we see are unimodal.

- The first time we used it without Elliot was in 1991, when I was at maxwell technologies out in California. We had to redesign the work and refocus the efforts of the company into not just growth areas, but recapturing business. By 96, five years into it, we were back.

- If you've ever worked in a requisite organization, you will never want to work in a non requisite organization again. My business now is about aligning strategy, people and performance. The organization framework is that underpinning to allow an organization to link strategy, its people and its performance.
- For me, the most essential requirement for success is absolute clarity and absolute buy in at every level in the organization. ideally the sponsor is the business leader. If everybody is singing from the same song sheet, everyone is committed and everyone understands what the prize is. A more effective and more focused organization will deliver significantly better results.

- Kevin Maori is director of customer supply chain at Novus International. He found the Novus management system to be well suited to a fast paced company. He says it does an excellent job in identifying and matching people with their roles and capabilities.

- For organization to grow, managers need to be in their appropriate roles. The context and purpose part of the task assignment is crucial and would allow a direct report to see the value you're bringing to the role. To grow from 10 million to 20 million to 30 million, the only way you're really going to do that is to have the right people involved.

- For the last ten years, I've been doing requisite organization consulting. We've done work in some of the largest companies in Canada. 95, 99% of our work is about implementing requisite practices and systems. Our approach in consulting is to really work with HR professionals.

- Jerry Saltz: Elliot was the most decent, kind, concerned, and funny guy I'd ever met. He says Elliot came over when he was having hallucinations and changed his medication. Saltz says many people miss the essence of who Elliot is and what he has to offer.