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- The setting up of the Glacier Institute of Management was a direct result of continued inquiries from businessmen. His books are not published within the United Kingdom any longer. Most of the books published make no reference to his work whatsoever. But the ideas that he formulated were, in some senses, ahead of way ahead of their time.

- Thad Simons is the President and CEO of Novus International. Novus is an animal health and nutrition company. Two thirds of its sales are outside of the US. Simons says he has never had any management training. He credits HR manager Sabrina Hamilton for his success.
- The Nova's Vision is helping to feed the world. Today we tie those same concepts into principles of sustainability. A part of that was using Requisite organization. It took a lot of work with the different managers to set up the roles.
- Everyone is not equal in an organization because there have decisions have to be made. If we're doing it well we're pushing down that decision making. And we're also empowering people more to work at a level that they really are comfortable with.

- Did a lot of work in the 80s with public sector organizations that were going through privatization. BIOS Europe has moved from an academic base to developing a consultancy. Has developed a range of services including talent bank, succession planning and leadership development.
- Most of BIOS Europe's current team have been clients. Three or four consultants who've joined the firm in the last two years are under 50. BIOS is working to broaden its client base as the consultancy market changes.

- Rick Brown is principal of an independent consulting company. He's had a 30 year career in financial services in two major banks in Canada. The last ten years has been with CIBC. He moved from a stratum three role to a true stratum four strategic head of HR role.
- I was the director of Human Resources in a division at CIBC. I spent the next five years as the business HR resource implementing Requisite. org. During that period I was more a target of the change than really an agent. The learnings came later on when we took the learnings more internally.
- Most of my work as head of HR was highly tactical and operational in nature. I started operating as a true stratum three and start bridging the world between operational execution and strategy development. I didn't have a lot of difficulty adapting or resisting the change.

- We've separated the notion of human resource management from industrial relations. What we've recognized is that higher up in the organization, we've got to be thinking about the development longer term. Elliot's work has awakened me to thinking about organization very differently.

- We still operate we we operate in multimodal time horizons. Our future combat systems investment that we're. Making now is out to 2025. 2030. On things like body armor, on. Solving the IED problem. We have a much longer time horizon.

- Mike Weaver is the CEO of the Weaver Group, a real estate company. He says the concept of stratas has revolutionized his thinking. Small businesses are just beginning to scratch the surface of discussions on requisite organizations, he says.

- Jenny was the first general manager to implement Six Sigma. In a period of three months, she was able to turn her team around. She says her own personal productivity improved 100% and she's now leading one of the most significant It projects. She's now passing this gift on to you, my managers, who are now frontline managers.

- We used theory to figure out what jobs had to be general officer jobs. Because we had to take some cuts in general officer slots. It was a significant shift in terms of understanding the practices that had to go into day to day management. To what extent are effective managerial leadership practices applied?

- Are you an independent consultant or are you part of a team? Are you going to educate the management about some basic requisite concepts ahead of time? What you really need to do is establish trust between yourself and the managers.
- Who is driving the project? Who is funding the implementation of Requisite organization into the organization? Is there also an implicit or explicit assessment of the capability of the leader of the unit or the organization. And when this happens, what do we do rather than walking away?
- You also have to decide in that interview, is there enough time to interview them about how they delegate their work. You have to determine whether you're going to have two interviews or try to get it all done in one interview.
- Jerry: Apply big data. I like to ask the client for the total organization in an Excel spreadsheet to analyze. We had software where we take that Excel spreadsheet, load it in, and we can immediately have it show us or charts.
- One data element that can give you an indication of maybe the type of work that they're doing could be compensation. The other is if they have any recent communications around organizational decisions that they have made. Employee surveys are sometimes useful too.
- Is there anything in your current role that you would say you should not be held accountable for? And where do you think that might need to be? Why does this role exist? And we will post all these up on the wall so that you can pick up ideas from the other charts.

- Getting to that point is actually quite difficult and also one undermines dramatically. Even simple ideas are extraordinarily complex to put in place. The idea of let's get authority and accountability aligned at first sight goes against human nature quite dramatically.
- Samuel: All chief executives are impelled for their own ego reasons to change stuff. Most chief executives also want human relationships as I was talking about before. 99.99% of the world is not using requisite organization. So it's quite understandable if they come up with a different model.

- Maria Burt is a human resources manager at Novus. The company has six levels in its management system. Burt helps managers match employee capability to the role complexity. She says the most important thing for her was how open the process is.

- I first came into, or first heard of Elliot's work and the work of the BIOS community when I was a mature student. My involvement with BIOS has evolved since 1982. Finding ways of introducing that thinking into work.

- Mark Van Cleef always searched for how to organize management systems. A friend of mine introduced him to chaos theory. When you finally understand Jake's system, you'll find a lot of things that you find work. It has been very effective and can be used as a management system.

- Companies that need to pay attention to time horizons beyond the present three to five years. Most companies need certainly to go beyond five. Independent directors on the board will press for longer term incentives. This will create demand for these longer term skills.

- The leader has three tools of behavior, of leadership. One is his or her own behavior. If you are behaving in a certain way but the systems are working opposite to you, there's going to be dissonance. The behavior and the systems need to be aligned.
- In every culture we use, mythologies cultures are sustained by stories. It links two fundamental elements which are part of a healthy and productive social group. The most significant symbols in a culture is the language, the words. Understanding the meaning of symbols in the organization is the third major tool.
- I don't think we've paid enough attention to the symbols of the organization. Recognition is all that feedback that you give to somebody which does not involve money. We need to get a better appreciation of the symbolic meaning of all of our work.

- Glacier had a sheet of progression curves for every individual. They were updated each year by the personnel function in conjunction with the manager. This is where pay increases were going through. It was unusual even today behind every individual having merit based pay systems.
- The manager's manager is to take a look at or equilibrate the performance appraisal assessments or personal effectiveness assessments. They're looking for patterns which managers seem to be very stringent in rating, which managers may be more generous. Here might be an opportunity for some coaching and mentoring between managers around comp and performance management.
- At Roche, employees were satisfied with the Pay program. Roche used an employee relations survey probably once every two years. A lot of those kinds of situations can be headed off by HR or the MRR.
- Employees sit down with their managers to get feedback about their effectiveness appraisal. It's the first honest feedback they've ever had. justifying those ratings are important. There are some very clear principles that can be derived from these practices.
- The effectiveness appraisal process and the first feedback is the first time people understand that accountability is real. Accountability is an abstract concept. It doesn't become real and visceral. You have to begin at the moment that you declare we're going to become a requisite organization.
- This is my suggestion. Why don't we take a food break now, a little food break, and then have one more presentation for lunch, and have lunch at one? Is that all right with the group?

- Jack's level of development certainly seemed to me to be a sensible idea and a good guideline for certain companies. Oil companies have to pay attention to the long term demand for hydrocarbons. Energy companies need to take the long view that they need to plan a long way ahead. It is not a one size fits all philosophy.

- He steered me towards going into engineering, which was away from history. For one level, he was a good father. Knowing now more about both sides of the coin, I think there's a great deal of complementarity between the work.

- The conceptual framework gives us the vocabulary through which to formulate at scientific laws of cause and effect. Science is about if the conceptual framework is about making sense, science is about finding objective truth.

- John Dame is a new chair for Vistage, largest CEO membership organization in the world. He is using the book Book as a book study with his group of CEOs. He says looking at successes just kind of gets them interested in moving forward.

- Rick Oppenheimer is a chair for Vistage International. The organization is the largest CEO organization in the world. There are about 15,000 members all over the world, 80% of them in the United States. We have education, advisory board, relationship, and mentoring.

- Boards of paper, whatever you want to do, all right? But we're going to have to keep. Some of within some boundaries. We want to put up your questions on the floor as well so we can weave that through.
- Kim is under pressure because her manager wants her to take on Charlote. Can you manage this accommodate and find a role for Charlote? What does your relationship with your manager do? Is Charlote competing for business? What is the delay?
- The manager needs to have authority to veto the appointment of an unacceptable candidate. If he's compromised in that, how can Brad hold Kim accountable for delivery? You have to remove the obstacles for Kim and just put one in his way.
- If my strategy to develop people is primarily through deployment into jobs that are going to stretch them, then there's always a risk. On one hand, risk in meeting our business needs. On the other hand, if we don't take a risk with talent and put people into roles in which we never are certain they're going to be fully capable.
- A management accountant has been appointed by his boss. The boss is having problems with a system that's not quite working. The accountant is challenged to find a workaround. The story illustrates how devari works in the workplace.
- Some organizations have agreements where the salary component is negotiated by the union. To that extent, the manager is unable to have a fully robust relationship with the employee. If you've got questions, write them down, please, so we can get to the next piece.

- With these various dissertations being done at George Washington over the years, there had to be other faculty members on the committees. I wondered the reaction of these other faculty or how these ideas spread. All of them were supervised by people. Who are either open to remarkably new. Ideas and are not threatened by them.

- The constitution of worst Council was conceptually quite simple. There's no majority voting. Everybody has the right to veto. There are limits on what comes to council. You can never bring something to council that affects an individual employment role.