00:34:45 Craig McGee: I’ve found the STAR model to be a very effective robust tool for leading a design process. 00:38:50 Joe Kopetsky: Used it "theoretically", but found tht my organization had lost it's appetite to apply all areas = they wanted to go fast and prioritize a sub-set 00:39:17 Craig McGee: Strongly agree with focus on strategy and those conversations with leaders. And Design Criteria are critical. 00:39:46 Peter Ross: Joe - just one man's opinion...that's where org assessment is key...you may not need to touch all areas. It depends on the symptoms / problem you need to solve (again, just one man's opinion) 00:40:31 Donna Positano: I agree Joe - you can do a light brush in some areas and focus on the real spots needing focus 00:40:34 Andrew Campbell: Agree that strategy is important but I find the 9 tests of good organisation design - two of the tests are on strategy - is more powerful 00:41:37 Peter Ross: agree on strategy...one tough spot I find myself in, is clients often expect me as an org designer to be their strategy consultant...personally, I prefer that strategy is set and an input before org design work begins ; ) 00:43:08 Craig McGee: Peter….generally agree, but I’ve found that sometimes the leaders are clear about the strategy and our role is to facilitate conversation to clarify strategy before the actual design work 00:43:14 Joe Kopetsky: @Peter, @Donna - this can and does work at times, so have effectively followed that approach. Have really found they have no desire to go below a few criteria they are comfortable with, and no further - even if other areas clearly can have great impact 00:43:45 Peter Ross: agree 00:44:40 Joe Kopetsky: Had to laugh at that "no strategy" comment - so often, so true... 00:45:12 Craig McGee: We’ve used a “Statement of Strategic Intent” to help clarify/codify the strategy. 00:45:42 Andrew Campbell: There is always a strategy - it just may not be articulated. I ask the following questions - what products or services are you trying to deliver, to which market segments are you offering these products and what do you have to do really well to succeed 00:45:49 Peter Ross: I do a "light" version if strategy is not clear...who are your key customers and what do they rely on you to do really well.. 00:47:42 Janine Paavola: We use the Playing to Win framework to define strategy 00:47:53 Joe Kopetsky: + 1 Michelle from Detroit - I feel ya'...and am all ears here 00:48:19 Craig McGee: Peter….and another focus is…..how can we be more competitive than our competitors….generate new products quicker, provide exceptional customer service, weigh highly cost effective, etc. 00:49:17 Peter Ross: yes, love it. Some of this also depends on what level you're doing design...top level / enterprise you must have strategy...team/department/function sometimes the "light" version I mentioned earlier is sufficient 00:49:20 leslierubio: I agree with doing a dive with questions on what executives want the company to be or to turn into 00:49:39 Peter Ross: chat chat chat 00:53:03 Andrew Campbell: I think we could usefully have a community discussion just focused on how to get good design principles or design criteria. 00:53:12 Peter Ross: anyone have a good 1-2 pager on the STAR model? Been looking for one as a pre-read for a group I'm going to work with, and actually had a tough time finding something that's short and good...if you have something, please send to peter.ross@tiaa.org 00:54:24 Joe Kopetsky: My foundational challenge is that management does not understand the importance of OD and often times, has little patience for proper assessment, design, planning, execution - they want results overnight and even when we get a longer “runway”, they get distracted from all the activities of a “Sales” driven organization, quarter after quarter. Not to say we are not successful, we are = but in fits and spurts 00:54:38 Caskie Lewis-Clapper: Andrew - thanks - have noted for future topics. 00:55:03 Michelle Pallas: I agree to spend time on design principles and criteria w/a possible case study 00:55:42 Andrew Campbell: Joe I find that if you do a good job of engaging management on strategy and work processes - they have plenty of time. 00:55:48 Joe Kopetsky: @Jill - do you find you apply Prosci/ADKAR and such linearly? 00:55:49 Janine Paavola: We sure do! 00:55:54 Michelle Pallas: yes! 00:55:54 marilyn stanton: i always have done it 00:55:55 Joe Kopetsky: I use it all the time.. 00:55:56 Caskie Lewis-Clapper: Joe - I feel your angst! I've done "covert" OD for many years... 00:56:18 John Kelly: Yes, we have a structured process we apply to all Org Effectiveness interventions. 00:56:20 Andrew Williams: Instead of "Change Management" we talk about Org Transition 00:56:28 Peter Ross: I insist on OCM support 6-9 months out 00:56:39 Andrew Williams: There are so many elements of change that aren't really ADKAR / Prosci 00:56:50 marilyn stanton: and I have changed from Change Management term to Org Readiness 00:57:50 Joe Kopetsky: @Andrew - thank you and agree - I find most success when I pair this with a heavy analytical approach.. 00:58:01 Andrew Campbell: Nice comment Donna 00:58:20 Peter Ross: Amen 00:59:03 Joe Kopetsky: Thanks, Caskie 00:59:04 Lyam Crosdale: This really resonates with me Caskie - I'm finding myself in a very similar position 01:00:03 Janine Paavola: leaders connect with the neuroscience elements when used wisely 01:04:55 John Kelly: When I've done org assessements, I have frequently done a series of interviews around the star model with leaders? Is that in common with other's experience? Also, is anyone using a less subjective method to assess an organization? 01:05:42 Andrew Campbell: Yes Joe. Once management are confident that you are working on how to make the business succeed, they are ready for you inputs. I think many have been scarred by OD work that is disconnected from business challenges 01:05:47 Peter Ross: love this (Line of Sight) at first glance 01:06:03 Donna Positano: I have used the STAR model in the same way 01:07:04 Joe Kopetsky: agree, first blush = looks like a small "silver bullet" that may help me immensely 01:07:38 marilyn stanton: this is great- I know it would resonate with lots of my clients 01:07:52 Craig McGee: John, we also work with Finance, Marketing and Sales to look at their key business metrics to assess where they have strengths and where they have concerns. 01:08:07 Andrew Campbell: The questions feel a bit too generic for me. I prefer to hone in on a work process problem or a capability problem 01:08:14 Craig McGee: And sometimes will try to benchmark what the competitors are doing 01:09:48 Joe Kopetsky: For us, the product people think we are sales focused; the sales people think we are customer focused and the customer thinks we are internally focused. 😊 01:10:04 Caskie Lewis-Clapper: Sounds about right Joe :) 01:10:40 Joe Kopetsky: for commiseration 01:11:16 John Kelly: I've used an interview guide from Corporate Executive Board as well as a Graphic Facilitation model we built off of the STAR model. 01:11:47 Andrew Campbell: I like the 9 tests of good organisation design - but I guess I would because it was developed by Michael Goold and me! For those interested there are now more user friendly versions than the HBR article 01:15:27 Molly King: I'm currently working in an organization that recently implemented a new org design ~ 2 years ago, and I'm curious to know if anyone else has done any kind of assessment or follow up to check in and see how it is working well or what improvements can be made. Ours was very cookie cutter from a consulting firm but we dont' have a framework through which to analyze it 01:16:00 leslierubio: I guess how company views Org Design depends on the moment it is at... 01:16:45 John Kelly: We used to propose that we do an "org assessment" to the main exec. Which often got push back. So we soon started saying, "we'd like to meet with your team and learn about your org. If we find anything out do you want us to share that with you?" Got a lot more agreement for the process. Someone mentioned "stealth" assessing before. This was like that. Though I think its important that they agree to me doing some sort of data gathering so they are open to hearing feedback later. 01:16:51 Peter Ross: Molly, can you quantify your design criteria and measure them? 01:17:18 Peter Ross: Also, I recently saw a cool tool called Line of Sight you might be able to use LOL 01:17:53 John Kelly: Will you be sharing the twenty some questions you use? 01:18:38 Joe Kopetsky: @Craig - this is my pain: they really never have the desire until an issue arises 01:19:39 Andrew Campbell: I like it Caskie 01:20:23 Joe Kopetsky: @Caskie - to that point (business result) - does anyone use "Employee productivity" as a relevant metric? 01:20:38 Craig McGee: I certainly understand that Joe. I think our roles is to ask those questions of the leaders to get them thinking about the “issues” that may be arising. 01:21:53 John Kelly: we used sales per employee 01:22:44 Joe Kopetsky: @Caskie - what do you use as a benchmark? Do you attempt to compare it, say agaisnt same industry, LoB, , etc? 01:23:32 Craig McGee: Thanks John on your productivity measure. Makes sense. 01:25:11 Peter Ross: Great discussion today. Suggestion for the future - dive deeper into org assess. What I mean by that is what kind of approaches / tools are people using to determine what the problem we need to solve for is and where to go or start in the [fill in the blank] model 01:25:53 Andrew Campbell: Thanks everyone. Best of luck in your work. 01:26:23 marilyn stanton: have to run to next client meeting- thanks so much for the great discussion 01:26:38 Joe Kopetsky: @Thank you, all - helpful bits and pieces for me today 01:26:52 Peter Ross: happy holidays 01:27:16 John Kelly: Thank you, happy holidays everyone! 01:27:39 leslierubio: Thank you!