00:21:24 Tanya - ODF Admin: WHAT TRADE-OFF DECISIONS ARISE IN ORG DESIGN? 00:22:01 Jodie Goulden: short term performance versus long term impact 00:22:21 Aaron Adams: Reacted to "short term performan..." with πŸ‘ 00:22:36 Jardena London: Reacted to "short term performan..." with πŸ‘ 00:22:19 Leslie Mulder: Quality v. Efficiency, Discernment & Consensus Leadership v. Rapid Decision Making 00:25:08 Aida Craciunean: Reacted to "Quality v. Efficienc..." with πŸ’― 00:25:21 Aida Craciunean: Replying to "Quality v. Efficienc..." +1 on discernment 00:22:19 Shawn Spendlove: innovations versus best known methods 00:22:20 Dallin Whitfield: Efficiency vs Effectiveness 00:23:02 Jodie Goulden: Reacted to "Efficiency vs Effect..." with πŸ‘ 00:22:22 Andrew Chandler: efficiency vs effectiveness 00:22:29 Dallin Whitfield: Reacted to "efficiency vs effect..." with πŸ‘ 00:24:00 Keith Warren: Reacted to "efficiency vs effect..." with πŸ‘ 00:22:50 Brandon Curry: Scope vs. Speed 00:22:57 Jodie Goulden: Reacted to "Scope vs. Speed" with πŸ‘ 00:23:56 Keith Warren: Reacted to "Scope vs. Speed" with πŸ‘ 00:23:01 Jardena London: Stability and change 00:23:16 Leslie Mulder: Reacted to "Stability and change" with πŸ‘ 00:23:17 Shawn Spendlove: Reacted to "Stability and change" with πŸ‘πŸΌ 00:23:52 Keith Warren: Reacted to "Stability and change" with πŸ‘ 00:23:13 Keith Warren: Service Level vs Cost (not on list but something I come across especially with design of Corp functions). 00:23:29 Jodie Goulden: Reacted to "Service Level vs Cos..." with πŸ‘ 00:23:30 Shawn Spendlove: Reacted to "Service Level vs Cos..." with πŸ‘πŸΌ 00:24:37 Andrea Perez: Reacted to "Service Level vs C..." with πŸ‘ 00:23:36 Andrea Perez: technical specialization and hierarchy 00:24:20 Tokozile Marah: Innovation vs heirachy 00:24:26 Shawn Spendlove: Reacted to "Innovation vs heirac..." with πŸ‘πŸΌ 00:24:31 Andrew Chandler: short term vs long term 00:24:36 TY: Reacted to "short term vs long t..." with πŸ‘πŸΎ 00:24:47 Aida Craciunean: Reacted to "short term performan..." with πŸ‘ 00:25:01 Keith Warren: Reacted to "short term performan..." with πŸ‘ 00:25:10 Matt Cinelli: Encouraging older EE to leave 00:25:25 Anthony Pence: M&A - When and where to integrate 00:25:49 Carla Bendeich: +1 M&A 00:25:47 Salima Hemani: People versus technology 00:35:11 Tokozile Marah: Reacted to "People versus techno..." with πŸ‘ 00:25:55 Andrew Chandler: +1 Jardena- when evaluating options the cost/ value creation opportunity is often a factor in making the3 strategic choice 00:26:32 Jardena London: Replying to "+1 Jardena- when eva..."And Risk - risk is a huge factor! Especially in time horizon trade-offs 00:30:36 Tanya - ODF Admin: HOW DO WE QUANTIFY THE WORK OF INTERNAL FUNCTIONS? 00:34:47 Andrea Perez: risk avoidance - wrongful terminations, minimize pais suspension time 00:34:49 Andrew Chandler: risk avoidance might also be a factor here- e.g. without HR or Legal expertise what is $ exposure to the firm. I think it will very dependent on industry context and strategy choice of course 00:34:50 Brandon Curry: Cost of not doing something? 00:35:36 Anthony Pence: Reacted to "Cost of not doing so..." with πŸ‘ 00:36:17 TY: Reacted to "Cost of not doing so..." with πŸ‘πŸΎ 00:34:57 Craig McGee: This is good for quantifying the costs, but I’m not seeing where we quantity the benefits 00:36:19 Andrew Chandler: Reacted to "This is good for qua..." with πŸ‘ 00:34:58 Brandon Curry: Like not having Talent Acquisition 00:35:24 Andrea Perez: offset of consulting spend by managing internally 00:36:09 Keith Warren: Comparison to KPIs being achieved under the previous model i.e. improvement. 00:38:24 Jardena London: Replying to "Comparison to KPIs b..."Right - that’s good - but also complicated because you can get into a β€œtie” situation where both choices move different needles. But it’s certainly a good economic indicator. 00:36:28 Mary Selden: Is there a way to quantify the cost-savings benefits of centralizing functions like talent acquisition, development, or specialized groups (like OD) 00:36:49 Shawn Spendlove: Reacted to "Is there a way to qu..." with ❓ 00:37:10 Aida Craciunean: Reacted to "Is there a way to qu..." with ❓ 00:37:10 Jardena London: Replying to "Is there a way to qu..."Yes! That is the kind of thing we are seeking here. 00:37:20 Andrea Perez: Reacted to "Is there a way to ..." with πŸ‘ 00:38:21 Andrew Chandler: Reacted to "Is there a way to qu..." with πŸ‘ 00:38:08 Tanya - ODF Admin: IS IT HELPFUL TO INCORPORATE METRICS FROM THE BEGINNING TO SERVE AS GUIDELINES + GUARDRAILS? 00:39:10 Salima Hemani: Yes always have metrics identified upfront because they help align on success criteria and expectations 00:39:21 Aida Craciunean: Reacted to "Yes always have metr..." with πŸ’― 00:39:16 Leslie Mulder: Challenge may be oversimplification of forecasting 00:39:29 Aida Craciunean: Reacted to "Challenge may be ove..." with πŸ’« 00:39:37 Tokozile Marah: Depends on what informs the metrics, if they are aligned to the strategy and effectiveness its a YES. it can not be arbitrary 00:40:17 Keith Warren: Reacted to "Depends on what info..." with πŸ‘ 00:40:05 Andrew Chandler: I agree having metrics defined upfront is super helpful. My concern however is that putting metrics around specific aspects the Operating Model may not be fully realizable. 00:41:03 Tokozile Marah: Reacted to "I agree having metri..." with πŸ‘ 00:40:05 Shawn Spendlove: yes, when designing options the ROI of each is needed to make the best decision for future benefit, so having the right metrics and data is required. 00:40:08 Jardena London: I think the decision between whether we are measuring operational / ROI metrics or risk is key upfront. Or both! 00:40:47 Andrew Chandler: Reacted to "I think the decision..." with πŸ‘ 00:40:48 Andrea Perez: Often the benefits take significant time to realize 00:41:16 Jardena London: Replying to "Often the benefits t..."So time could be a risk factor in trade-off decision. 00:42:07 Mary Selden: I like the framework for planning, but I wonder how this could be used to assess throughout implementation of change. Like, is there a way to identify and track "unexpected" costs/benefits that popped up throughout implementation? 00:46:23 Jardena London: Replying to "I like the framework..." I’m hopeful that we can get there someday! And can AI help us do that? 00:46:45 Jodie Goulden: Maybe interesting to ask "what are the costs of not doing the org design work?" 00:46:55 Leslie Mulder: Reacted to "Maybe interesting to..." with πŸ‘ 00:46:58 TY: Reacted to "Maybe interesting to..." with πŸ‘πŸΎ 00:47:28 Aida Craciunean: Reacted to "Maybe interesting to..." with πŸ‘ 00:47:57 Brandon Curry: Reacted to "Maybe interesting to..." with πŸ‘ 00:47:02 Tokozile Marah: Cost benefit is part of Org Design one needs to employ appropriate technology to deal with large org structure 00:47:14 Brandon Curry: Stakeholders are evaluating proposed changes using these lenses so it is important that we are able to relate negotiate understanding these interests 00:47:45 Jardena London: Reacted to "Stakeholders are eva..." with πŸ‘ 00:48:10 Mary Selden: I see potential here, but I worry about "missing" important impacts and this providing a skewed view of costs/benefits. I know you said that this would likely be "bespoke", but I wonder if there are categories to evaluate that allow for consistency or minimize risk of missing something "important". 00:52:02 Jardena London: Replying to "I see potential here..."Ideas or categories? 00:54:38 Mary Selden: Replying to "I see potential here..." I actually liked what Marissa shared about using STAR model as a potential starting point. There could be something there. 00:56:18 Jodie Goulden: Reacted to "I actually liked wha..." with πŸ‘ 00:48:18 Andrea Perez: There are other cost considerations to evaluate the business case e.g. change impacts and time investment of stakeholders 00:51:04 Tokozile Marah: Reacted to "There are other cost..." with πŸ‘ 00:50:32 Tanya - ODF Admin: SHOULD WE ONLY PULL FINANCIAL DATA THAT IS IN ALIGNMENT TO SPECIFIC STRATEGIES/GOALS? 00:50:53 Alex Pekalski: Maybe offkeel from the spirit of the question, but I feel that the typical hierarchal org structures don’t allow people to contribute outside of their defined organizational role, rather, more people are hired to fill gaps (Costlier) that could have been filled with overlapped talents of those that are already in the organizational talent poole if their was was a participatory framework of sharing information. 00:52:53 Jardena London: Replying to "Maybe offkeel from t..."Interesting - I wonder if we could quantify the trade-off between tightly bounded roles vs fluid roles. Or something like that. 00:53:50 Keith Warren: Often org design starts with a financial goal. In that case the trade-offs are about which options are least worst in achieving that. Perhaps the same as Jardena's point about risk. 00:54:16 Dallin Whitfield: One of the biggest challenges in my eyes are a current vs future depiction of model changes and getting to a more accurate calculation that feels less like a finger in the air exercise. Also data accuracy and consistency across functions, teams, and roles is very difficult to align in a unison way. Not every team is able to accurately capture their time spend in various activities and in the same way which often leads to an over reliance on general compensation and financial data. 00:54:56 Tokozile Marah: Reacted to "One of the biggest c..." with πŸ‘ 00:59:13 Andrew Chandler: +1 Dallin 00:59:21 Mary Selden: Reacted to "+1 Dallin" with πŸ‘ 00:55:05 Jodie Goulden: Another 'Purpose' of measurement is aligning stakeholders around why we are doing this. It can be a 1st step to agreeing design criteria. 00:57:17 Mary Selden: It could be interesting to see how this could be applied to iterative designs or "pilot tests" to help validate and refine what is measured and how. 00:58:19 Alex Pekalski: I think there is space for some level of fluidity since as people, we have the ability to participate in more than one β€œthing”. Curiosity and drive is ever fluid, and can be an extremely powerful driver of participation via self driven passion. I think the idea of a fluid role would be hard to quantify by traditional metrics, especially at the individual level, but the output of those efforts would be an easy way to see if there was merit via in the resulting outcome 01:02:06 Dallin Whitfield: Your current operating model is perfectly designed to get your current results. If you want to change your result, looking at your operating model is critical 01:02:16 Mary Selden: Reacted to "Your current operati..." with ❀️ 01:03:01 Brandon Curry: Reacted to "Your current operati..." with πŸ’― 01:03:51 Shawn Spendlove: Force Field Analysis: Think about the business conditions internal and external that may impact your mission. 01:04:10 TY: Reacted to "Force Field Analysis..." with πŸ‘πŸΎ 01:03:50 Brandon Curry: Thank you Marissa and Jardena! 01:03:53 Keith Warren: Thanks Marissa! 01:04:01 Jessica Carroll: Thank you! 01:04:02 Mary Selden: Thank you Marissa! 01:04:03 Andrew Chandler: thank you for provoking us.... 01:04:05 Megan Sage: Thank you, Marissa!!! 01:04:05 Matt Cinelli: thanks for a great discussion and expet facilitation! 01:04:06 Dallin Whitfield: Thanks Marissa and engagement team! 01:04:09 Jodie Goulden: Thank you Marissa and Jardena 01:04:10 Nikki Miller: Thank you! 01:04:11 Valentina Bottazzi: Thank you! 01:04:14 Tokozile Marah: Thank you Marissa. Good Bye 01:04:22 Marissa Karasz: Thank you all! 01:04:23 Andrea Perez: thank you!