08:01:05 From Ernest Hughes : Good morning. 08:01:25 From Eddie Moore : Good morning Ernest 08:01:29 From Eddie Moore : and all 08:02:10 From Carlos Valdes-Dapena : Hi, Eddie and all. 08:02:14 From Carlos Valdes-Dapena : Great turnout 08:02:51 From Mark LaScola : hello all! 08:03:15 From Kathy Molloy : Good Morning from CT! 08:05:52 From Craig McGee : Mark, certainly appreciate you honoring Stuart!!! 08:05:57 From Joe Kopetsky : +1 to Stuart 08:06:11 From Eddie Moore : ditto 08:09:41 From Andrew Williams : yes 08:09:42 From Esther Middleton : yep! 08:09:42 From Carlos Valdes-Dapena : y 08:21:29 From Andrew Williams : 3 = op model vs org design 08:22:27 From Joe Kopetsky : ...and 3=alignment of resources to deliver on the model(s)? 08:23:07 From Mark LaScola : cheers Craig 08:24:46 From Deb Peluso : We have a client that talks about the process being called "organizational planning" and the planning is not the outcome, just the process 08:24:59 From Carlos Valdes-Dapena : Do all business models have built in problems that make the solutions within org design always necessary? 08:25:02 From Mark LaScola : nice Deb 08:25:05 From Joe Kopetsky : My team struggled to find a starting point - which (I think) is a commentary on how layered this conversation can be 08:25:49 From Heather Stockton : Mark - I'm showing my age, but what terminology did industry use before it was Org Design? 08:32:05 From Eamon Croke : In the UK clients were asking for Org Design even in the 1980's and early 1990s 08:32:24 From Mark LaScola : Thanks Eamon 08:32:51 From Andrew Williams : In the 90s I was part of a Lean / Kaizen improvement team. It was a Center of Excellence, but we never called it that 08:33:10 From Eamon Croke : In my experience there has been a shift to greater interest in operating models over the past decade 08:35:30 From Heather Stockton : Thanks everyone - super helpful answers and to provide context! Much apprecaited. 08:49:02 From Heather Stockton : Mary O'Hara at Blue Shield of California described culture "as acceptable behavior" and it begins at the Executive level. I like this simple, but powerful description as I do think people look up to others and across to others to determine what is acceptable and what is not. 08:49:32 From Dan Ritter : Perhaps even holistic org design (e.g. around the Star) done at the macro and micro levels can miss some levers increasingly important today – IT especially comes to mind, given the changing nature of work with disruptive technologies. We usually try to bring them into the overarching implementation, but it may be time to blend/merge more fully 08:50:26 From Bruce Mabee : Does anyone have an example of what you consider THE way to define...a candidate for Standard Op Model. 08:52:15 From Andres Sabogal : Mark, how many sessions did the complete chart you were showing us take to accomplish (European company)? 08:53:06 From Bruce Mabee : Widsom #1: there are many quiet ones whose wisdom we must not miss. 08:53:39 From Esther Middleton : Don't underestimate governance - if nothing has changed in terms of where & how decisions are made I would argue little has changed in terms of how works gets done (op model) 08:54:02 From Carolyn Lind : We have had success asking groups or leaders "What happens when..." (insert - someone asks for help, someone wants to surface a new idea, etc.) - it can tell you what work happens but also what behaviors support or don't support what you're trying to do 08:54:38 From Dan Ritter : • You’re working at that level when you’re literally getting into the work … and people are stopping/reducing the energy they’re putting into some things they used to do; you’re changing the ways key decisions get made 08:55:05 From hlh : TOTALLY agree Andrew!!! 08:55:28 From Joe Kopetsky : I know I am actually working on the (necessary/correct) level when I am talking about what people do in their day to day job. Until it affects them on that level, I am not deep enough. 08:55:30 From Heather Stockton : Wisdom: take the right people along for the ride, boots on the ground, so they can help enable the implementation based on the premise of the overarching design. 08:56:40 From Kathy Molloy : Protocols 08:56:52 From Joe Kopetsky : Get to a level where you can put a name on the work 08:57:10 From Andrew Williams : Value Stream Mapping is such a powerful tool 08:58:25 From Alex Pilkington : Engage the people who are working the processes to build out a well rounded result 08:58:46 From Deb Peluso : Thanks for the session, Mark! 08:58:52 From Carlos Valdes-Dapena : I need help with the jobs and roles wisdom... 08:59:10 From John Kelly : Great session Mark and everyone! 08:59:28 From Bruce Mabee : This is a really important topic, and I thank you for getting us into this! Of course, we're not done! 08:59:44 From hlh : Remember your are introducing a new way of thinking to the members of the organization. Most of them will rejoice in having the time to step back and think differently. 08:59:45 From Ernest Hughes : Thanks! 08:59:51 From Andrew Williams : Mark / Tanya - this is the best virtual session I've done. I learned a lot just about that, let alone the Op Model, Org stuff 08:59:51 From Heather Stockton : Thank you for letting me join! Super enlightening content. : ) 09:00:00 From hlh : thank you - wonderful session. 09:00:03 From Kathy Molloy : Really good discussion Mark and evryone! thank you! 09:00:04 From Dan Ritter : Thanks Mark and all! 09:00:15 From dcosgr : Thank you! Sorry wasn’t able to unmute 09:00:19 From Carlos Valdes-Dapena : Awesome conversation! Thanks to all, Mark, ODF and all attendees 09:00:20 From Andres Sabogal : Thank you all. 09:00:24 From Alex Pilkington : Great insights, thank you. 09:01:05 From Eamon Croke : Thanks Mark and all 09:01:06 From Andrew Williams : Thanks 09:01:11 From Joe Kopetsky : Thank you all - can't find this engagement anywhere else