Key Elements of Succes in Implementing Stratified Systems/Requisite Organization

Speaker A I think one of the big learnings is that you really can't just work on one part of the organization and that might sound like Apple high but I think sometimes in consultancy we forget that. So I know that in the work that we do within BIOS, if a client wants work done on structure or work done on peoples or people or any of the other systems, what we try and do is to encourage them at least to look at the other areas. And I think if you're just going to work on structures without thinking about how people fit those structures, how people fit those roles, the same as we can be clear about accountability is, but some of the basics are do people have the authority? I remember in Australia, a young engineer, graduate engineer who used to spend the first hour and a half of her shift driving around trying to find someone to sign her form to draw her safety equipment when she couldn't start work before she had her safety equipment. Now if you think about that day in and day out, the waste and the frustration for her so it's about getting the authorities and the accountabilities aligned. I don't know whether we've mentioned the McKinsey model but if you think about the McKinsey Seven S model they were very clear that you worked on all parts of the organization to get sustainable change. So I think that for me is important and there are other things like making sure that as far as possible it's embedded within the organization so that there is full involvement and really important to involve line managers I think.