“Adam has been working with the Automotive Services management team since January 2018, helping us reset, reorganise and refocus, following a major, successful technology change implementation.
During several initial workshops, the senior management team unpacked a range of issues and concerns, and clarified the fundamental purpose of the work being done across the business unit of nearly 300 employees. This centered on being clear on where/ how our customers realise value and better understanding the work systems used to produce the valued outcome, using the resources we are entrusted with.
A series of key principles were developed to help shape and foster the required changes in thinking and behavior, with the emphasis on the things we value and priority trade-offs we will make to achieve required improvements, including;
- Overall customer experience OVER individual departmental performance
- Flow of work through the work systems OVER individual resource utilisation efficiency
- Completing important work OVER starting multiple bodies of work
- Priority focus OVER multi-tasking
- Satisfactory completion OVER perfection
The formation of “Circles”, is how we are organising to improve understanding of the business, gain clarity and visibility of business unit priorities, and ultimately, educate and empower our front-line managers to improve work systems to enhance customer value, improve our financial performance or increase the end-to-end customer experience.
Whilst it’s still relatively early days, the “Circles” are already having a number of positive effects in relation to engagement of front-line managers, improving awareness of priorities and understanding of resource allocation decisions, shaping conversations with a focus on our customers, encouraging greater visibility and use of data, and encouraging greater co-operation and collaboration amongst those involved in critical processes.
Our aim is to use the knowledge developed through the circles to redefine what success looks like, reshape performance indicators and more broadly engage with employees to get them involved with process improvement.”
Dominic Jacobs, General Manager
Royal Automobile Association of South Australia (2018)
“I was introduced to RO at my previous company of 16,000 employees and understood its power. After becoming CEO I have implemented RO across the organisation and have aligned it to our ten years Strategic Intent. “Andrew has provided invaluable advice and assistance to the RAA to enable us to develop our talent, identify future leaders and manage our teams to maximise our output. I have used Andrew at 3 companies and have always got exceptional results”
Ian Stone. MD
Royal Automobile Association of South Australia
“Over the past two years Andrew Olivier and The Working Journey have played an important role in assisting me to implement a comprehensive organisational redesign and leadership development program across IAG. Andrew’s deep expertise of Elliot Jacques organisational design principles and methodologies have been an asset that I have relied on extensively. Even more importantly, the energy and passion he brings to his work, along with impressive facilitation and stakeholder management experience, have helped to effectively engage leaders across my organisation and to drive meaningful change. In addition to the delivery of the organisational redesign program, Andrew has regularly provided me and my team with strategic insights on a range of corporate culture and leadership issues. This has made him a valuable advisor and thinking partner. I would highly recommend Andrew and The Working Journey to any organisation that is planning or implementing large scale organisational design initiatives.”
Mark Milliner, Insurance Australia Group (2018)
“Just a short note to thank you for the extremely comprehensive and professional reviews you have completed with my management team. Your work provides my management team and I an invaluable tool in a number of ways. Firstly it provides each of us a tremendous self-awareness. Secondly, it provides each of us with an insight into another dimension. Performance evaluation of senior managers becomes quite problematic when assessing capabilities as opposed to financial outcomes. This work improves the scale, breadth and richness of individual assessment.”
Mike Hawker, Insurance Australia Group.
“I found it really easy to understand, basic principles. If you’ve got levels of work, and you can measure levels of work, and you can work out someone has the capacity for that level of work….it made a lot of sense.
I have supported and recommended the introduction of the RO principles as I believe they are clear and logical and come together to build an integrated framework that will assist any business in achieving its Strategic Intent. I like that RO is international, it’s been tested across the world, it’s been going since the second world war. I like that we have big corporates, small not-for-profits, we have local government, it doesn’t matter what sector you’re in, it’s about harnessing people’s efforts to get the right outcomes.”
Allen Candy, Chief Executive Officer, Life Care
“Whilst I had been aware of Requisite Enterprise for a little while it’s benefits became real to me at the end of a long period where my efforts to lift the productivity of my Business Unit were not being met with the return I was seeking. Our experience was that this process quickly exposed where we were unclear as an organisation as to what functions were responsible for what work. This initiated a high level executive conversation to clarify these issues and establish cross functional working relationships on the key issues that caused most of our hold ups. Requisite Enterprise provides a common language for the organisation that can be utilised to work through the obstacles that exist to getting work done. With a focus on building a trusting and fair work environment my Business Unit has certainly benefited from our work which is starting to realise itself through outcomes and employee satisfaction”.
Sam Green, GM Corporate Services and Deputy CEO, City of Playford
“The Working Journey has worked with us to understand the capabilities and growth paths of our pool of candidates, and of our successful Scholars. With their help we have a deeper understanding of their position and trajectory of these outstanding young people, and in particular their key transition points. The Scholarship itself is such a transition, and our Foundation also works with Scholars after their return as they establish their careers. The Growth Modes model has been a very useful framework with which to consider and discuss career paths with the Scholars. It also allows the opportunity – if we can learn how to use it properly – to better sort candidates on the basis of their Applications into those we should interview, and those we shouldn’t”
Dr PETER BINKS, CEO of the Monash Foundation
“I’ve seen lots of management theories and they come and go. What RO gives you is a very good set of sound principles by which to work. I went back to basics, what are the things it’s founded on, what are the building blocks, which is good for an engineer. And I could understand the building blocks.”
John Ringham, SA Water
“On behalf of World Education Australia a heartfelt thank you to The Working Journey for providing the capability review of our senior management team. The short finalisation workshop with our Board Chair last week was most valuable, and closed out the assignment neatly for us as well. To add special and particular thanks to Verena and Tim for conducting the in-depth interviews and individual capability reports. Not only were they enthusiastic and competent in their consultation they were exceptionally thorough in their approach; ensuring we have a clear idea of the capabilities of the senior members of the team, where they are at now and by understanding how they make decisions, how they can better contribute to the organisation in future.
The Board and I are most grateful for this information which will be used to develop succession plans by better appreciating the career paths of these important team members. Once again, we have thoroughly enjoyed working with you and your team. Your contribution to improving our employee engagement and innovation will assure improved organisational performance as we work towards our mission; providing people living in hardship with opportunities to invest in their own lives.”
Guy Winship. CEO. World Education Australia
“Requisite Enterprise has assisted greatly in providing clarity and process in structuring the organisation to deliver the strategic plan. The methodology of determining levels of work and roles within the levels is invaluable as the output is a well-structured organisation which is efficient, agile and effective. To a CEO this is powerful. The unique value add within roles not only gives the organisation a clear view of the synergistic structure and capability it has at its disposal but also the individual has a sense of meaningful worth in the business as well. Within the value add of roles is the accountability and authority of the role and it is here, as all parts of the organisation operate is a synchronised motion, that speed and accuracy improve along with decision making. Again, to a CEO, this lays the foundation for a successful business.”
Tony Wojciechowski, Managing Director