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- It's 30 years since Neil Cosby made the first invest with Elliot. How do you design an organization from the ground up? How does work get done inside that organization? We have to put Elliot's concepts in a language that is accessible to a greater number of practitioners.

- Jim Schultz is president of Applied Educational Systems. The company develops computer driven, integrated curriculum solutions for elective courses in grade six through twelve in the United States. Schultz says the key to success is trust, honesty, integrity in an organization.

- Tata Industries in India has adopted work levels and has kindly recognized that they were my ideas. I've trained people in Unilever over many years who are now acting as consultants. I do have on my agenda, once this project is completed, a book which draws together the experiences of the three companies.

- I believe that throughout history the elites have had power. The elites have underestimated or devalued the potential and capabilities of the mass of people. What we've seen with modern technology, I think is a transformation and a democratization. I would like to hope we will be moving to new forms of Government.

- Giovanni Gaspirone is an executive vice President global Sales and Marketing for Nova's International. He says he learned about Aliajack theory 18 years ago when he was exposed in his company to the introduction of this management theory. Says it was a simple theory but very no nonsense and practical in the approach.
- In hiring the saying is you're always 50% right and 50% wrong. The most difficult part of that process is to eliminate the protection of certain individual. If we can liberate freedom the people to express judgment that are not personal but related to the role.
- I think we are pushing the theory of the Novus mentoring system to a different level. One of the most exciting parts of my job as I am the Novas Angelist is train new people. We are already a strong company, even if you think we have been around only for 18 years.
- The other part is talking to customers now. Most of the time don't have a management system. I think you want to create an environment whereby the people will stay because they love what they are doing. It's very difficult for people to leave a company when they have the opportunity to flourish.

- Elliot believes that we really have in the western world, but particularly in North America, a public health problem of depression and low morale because of what happens in the world of work. He believes we can do a lot better than that. Given such conditions, the good society really is possible.
- Succession planning tends to be the top three levels of an organization or the top two in smaller organizations. Who do you have on the shop floor that's ready to step up and do that? So talent at every level is important to understand, not just the top officers.
- How effective are they in the role? Not vary. They're in the bottom half. If you can't show me that you can master the work of this role, why would I give you a bigger role? The last thing you want to do is promote people who have dysfunctionality in their personalities.
- How many of you in here actually have subordinates? Throw your hands up so I can really see. Take four or five of your people, whatever, and then put a circle if they're just right size for the role. Start wherever it is. It's about the complexity of the work.
- You don't put people in roles because they're loyal to you. If they cannot do the work, the complexity of the work at the next band of complexity, then we never put them there because we're going to set them up to fail. There's a gearing process to try and make a fair and just talent pool.
- Question around Ahmed's. Point around the I think you said 40 or 50% there. Can you think of the best sort of best company that embraced it and took it to its culture? Last session is implementation issues, and I think we'll have a whole conversation around that.

- 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.

- That's early for this morning. Hopefully to be ready to do some stuff with anybody today. We're going to shape things up during the next couple of days and encourage you to mix up as much as you can. That'll give you an opportunity to engage with other people and learn from other people.
- Let's just take a quick look like last night. I just thought it's useful when you get into the time frame to think about the impact of new technologies. Maybe some of that conversation can fit into the case study where you.
- We're going to be doing a lot of work on the case study in terms of getting started. The whole notion of in this particular field of organ design is leveling the work, making sure we have an understanding of what kind of levels of complexity are we dealing with in this organization.
- The other one too, is grouping, I've always felt at a very simplistic or simple level. There's less science in the grouping of work than there is in the layering of work. But it really has an alignment to the strategy.
- Elliot: I think we end the day talking a little bit about some of the three tier management stuff. He said, I think change would occur, like, overnight. And my own experience with my own clients is that probably 70% to 8% have said that three tier concept is probably one of the most powerful things that you brought to Our.
- Take about 20 minutes to share your pre session thoughts on the case. Then reach some consensus in your group on some of the things that you kind of come up with. In this work, it is about organization design. Consider how the observations will inform or affect what you want to investigate.

- The icon that actually indicates functions and processes, the arrow there is roles connected by work processes across the organization. In the next hour, what we'll do is actually just explore the issues around it and some key ones.
- Don't focus on person, focus on the issue. First step is to go to your manager. Your manager is accountable for your output. You bring up the issue to find out if there's an organizational problem. It's destructive and reduces trust across the organization.
- The system that HR has is different than the system of ops. It's actually a system that should be enabling operational work. The point about escalation is that you need your crossover manager to not only require have an escalation process. If you're not having things escalated to you then something's not working.
- There are seven authorities that employees need to have roles in their roles as they work across the organization. I'm going to go through them one by one. Then I'm asking you to scan each one to check understanding.
- Emmanuel's authority is as a service getter of the recruitment system. If Joan cannot deliver it on time, what will Joan do? Suggest an alternative. Is it cross functional or cross organizational? To me, they're the same thing.
- We call it an accountability map. What you're doing is taking a process flow and defining the roles related to the process. You're summarizing the accountabilities and authorities for each of the roles in that process. When you bring the people together, particularly if it's a new process, you need to explain.

- What we are moving into now is a discussion about structure. We are going to focus on the vertical structure, the levels we've been using. This is going to be an interactive session. I'm hoping you can stay engaged through it.
- The top creates a strategy for change and then filters down. Is there a function for bottom up communication of problems identified in the field? How is that set?
- All right, next card sort same rules. We're going to talk about innovation. Sometimes organizations have the innovative, the creative team over here working in this building and the non creative people over here. Get them.
- At level one office, often the innovation occurs with me personally. When I go through airport security, I'm always trying to organize myself in a way that I can get all the way through. Major system innovation comes from five. If you want to turn a company upside down and innovate, it becomes five.
- Time span of discretion is the time horizon over which a person in a role has to organize, plan, and execute all of their work. The longer that time horizon gets, the more complex the work is. There are some places where requisite won't fit in every organization.
- And I'll finish with this last icon. And this represents flow. We want our employees in Flow, and that's the end of this piece. Empowered. Somebody's using the word empowered. This is what we're going for.

- The Army medical department is the only part of the army that has continued to have that model since the early ninety s. It took three years from start to finish to implement the change management strategy. The kinds of things we put in are still there and they have coped with this new Gulf War.

- Rick Kasmerick is a manager of customer service at Novus International. His role is to manage order fulfillment for customers in North America that purchase Novus products. His first exposure to novice management system was a key accountability document. The level to him is an indication of the length of projects he or his subordinates are working on.

- 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.

- 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.

- Two years ago I was introduced to Requisite Organization, the theory behind it. To have an organization where mutual trust, no politics, people working together. If you can get rid of personality conflicts, dysfunctional organizations, it'd be a happy place.

- I then started thinking a lot about value and purpose again, like decision making. It was fascinating to articulate all the different entities that exist in this world of purpose and value. One of the things that really interested me was, first of all, inquiry.

- 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.

- In a small company it's a. Question of whether or not you've got if you're going to work at a. Level five. As we shift the. Roles, as my role gets shifted, it's. A lot more comfortable for me. Now I understand what I'm supposed to be doing.

- I would say that the requisite is a wonderful theory and a wonderful framework. But there are also forces that can blow it up. The force that I find is most easy toblow it up is power. boards generally are a historical accumulation of favors. It's more emotional than it is about getting the business in the right shape.

- I think what you've got is an incredible integrated package. We've linked pay to individuals, to roles, to organizational structure, to skills management, development, every single aspect we've done. Anyone wants to use it now is benefiting not only from Unilever, but also from Tesco.

- I'm a natural writer. I love writing. Whether I'm a good writer is another question. But I write as the health service project that Brunel went on. The two books which I regard as my particular lasting contribution are Social Analysis and organizational design.
- Elliot's brilliant insight was that work in organisations is stratified and it has a basic time dimension. What the insight David BILLISON himself had, I think. The formulations we finished with are very simple. They can be categorized in a couple of words at each level.

- Major growth outside of the UK for BIOS was Africa.

- We moved from being a stratum five organization to being astratum six organization. I had to put in more senior management, develop the management depth to face some of the challenges. We were trying to adjust the organization to 20 years out. We're very pleased with how that evolved and what it did in terms of our effectiveness.

- I was involved in a project which they put a project to deem in a sort of developmental phase. It brought home to me that if you are going to employ people on project teams, employ people. You've got to be very clear about what their relationship is, who's their manager.

- One of my members, who is Art Man, brought Elliot Jack's ideas to us 15 years ago. A series of books about Elliot Jackson has been written to help members understand his ideas. The idea is to get members thinking about succession strategy for their businesses.