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- If there was to be more research done, it would be what's the relationship to making more money and requisite organization. At the end of the day, the chief executive has to make a big leap that more utilization of capacity and less coercion results in more profit.

- 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.

- 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.

- 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.

- Happening in your teams as we went through this is that you're able to deal with this issue in a particular way. For those consultants and managers here, it actually stops a lot of arguments because theorizing causes arguments. You start to use the stuff and you're confronting beliefs in a useful, productive way rather than arguing.
- The first one I want to make about the design of this workshop. The second point is something joshua raised the title first time I've seen it raised. This types from the top down. Third piece was getting clear feedback about the effects of the workshop and program going forward.
- The current orthodoxy about change, or part of the current orthodoxy, is that you need a change manager to change things. What we're doing is reforming and the rollers essentially are leadership and new information. There is no change manager here except the live manager.
- The quality of the insights, the quality in such a short time you're able to demonstrate the use of the whole system already. The thing that always amazes me about using the framework versus not. Tomorrow we will do an icon review in the morning, so be ready with your regurgitation knowledge on our icons.

- Cyncy Cranes invites Sheila Dean to do the icon review. She'll prompt questions about what you've already learned so far. Please write those on your yellow posted or sticky notes. We'll have a little answer session after Sheila does the icons review.
- There's only three kinds of roles in organizations. You're a manager, you're an individual contributor, or you're a managers of managers. Those are the three types of roles we're going to be exploring.
- Someone at your table be the spokesperson for your table, but not a faculty member, please. This is what you're going to discuss. I'd like to do it in maybe let's call it more of a brainstorm than a discussion exercise.
- What would it take for you in your current role to increase your commitment back to the company? What kinds of things do you want that would make you feel even better about working for this manager and this company? And then think about for your career, not just today's role, but forYour career.
- Josh: Can I go over here to our senior table? What do you think? Senior skill. My career path is going to be both short term and long term. What's my future? Good. Give us another one. Confidence that your organization is growing.
- For us to answer questions, we have to start with some sort of definition to talk about. Just be aware that we could be going down a rabbit hole that we just don't have time for. But we're happy to talk to you guys at the end of the session about some of these things.

- 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.

- We've had to become more efficient and effective at getting the work done. We've created new role that are focused on getting better and more timely information to the business units so that they can make better decisions. It takes time to make these kind of fundamental changes in the way people think about how we get workdone.

- 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.

- 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.

- 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.

- Sam Samuels put together army medical department 2005 in 19. The project looked at the trends that were going to affect army medicine. He says he found the reorganization theory immediately appealing to him. The research is uniquely attractive to the veteran, he says.

- 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.

- When a person's unable to deliver as required in the role organizations, managers usually focus on the individual. But there is a sequence that we should be going through in our thinking when we're thinking about a person. First, check the organization factors. Second, check your own ability to deliver leadership to this person in this role.
- Fourth question and possibly we're looking at promotion or transfer elsewhere. On what basis are we looking across the organization if we have not gone through this cycle. And I think BR exactly fits into business intelligence. You have to take that data and make your any questions on that's.

- It very much depends on the chief executive. I think fashion is quite a good idea because it sort of is a refreshment. It is absolutely an issue of how the CEO sees the world. I would love to have human relationships that were not contractual.

- 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.

- 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.

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- A recent trip to Australia sort of solidified my appreciation for the theory. What we saw was both in the headquarters of Iron Ore in Perth and then out in the mine, at the railhead and at the port in Dampir. We saw an organization that could apply other practices like Lean Six Sigma to change.