Company Philosophy

Our Leadership Philosophy
Good leadership is one of the most valued of all human activities. To be known as
a good leader is a great accolade - as true for a youngster at school as it is for the
great political, corporate, or military leaders. It signifies the talent to bring people
together to get them to work effectively together to meet a common goal, to co-operate
with each other, to rely upon each other, to trust each other. It evokes the gratifying prospect of being part of a successful team, or organization, or nation, of being a winner in association with other winners. And everyone loves to be a winner.

Our view is that far too much emphasis is being placed upon personality make-up these days, and that far too many of the problems of management and of managerial leadership are being seen in terms of interpersonal relationships and interpersonal conflict. It is impossible to tell how much an apparent interpersonal conflict is the result of a clash of personality or of inadequate managerial organization. In the vast majority of cases it is the latter. A good rule of thumb to use is that, until and unless a requisite organization has been established, it is fair to assume that interpersonal stresses and strains and inadequate managerial leadership are the products of poor organization rather than of personality problems. "Cherchez l'organisation" every time.

Executive Leadership
Clement, Stephen & Jaques, Elliott (1991)
Cason Hall & Co.Publishers Ltd.

Requisite Organization Philosophy
Requisite Organization has its roots in the work of Dr. Elliott Jaques and Dr. Stephen Clement. In their book Executive Leadership they discussed many of the theories and principles (including Stratified Systems Theory) which eventually gave rise to the creation of a set of Organizational Design Principles.

In order to organize around work, organizations must:

• Develop a clear understanding of the exact nature of the work assigned to the organization.
• Specify the focus: strategically, operationally and tactically.
• Identify the critical functions of the organization:
  • Corporate
  • Operational (Business Units)
    • Staff
    • Support (Sustainment)
    • Mainstream
    • Project (Enhancement)
• Establish a requisite organizational structure.
  • Establish the correct number of organizational layers.
  • Design around goal and task complexity.

Once a requisite organizational structure is achieved, organizations can then apply the following related principles:

• Establish clear accountabilities and authorities.
  • Define clear standards.
  • Establish clear standards.
  • Hold people accountable.
• Establish clear working relationships.
  • Define required interactions.
  • Specify requisite accountabilities and authorities.
• Assign competent people to roles.
  • Assess potential.
  • Assess performance.
• Provide a framework for effective leadership.
  • Organizational framework.
  • Psychological framework.
• Concentrate on the core business.
• Focus on the customer.
• Provide a supportive working environment and culture.
• Value your people.
• Provide adequate resources.