Requisite transformation
Triple Bottom Line of Requisite Organization
Requisite Organization is a unique science-based total system to operationalize and sustain the full spectrum of corporate values and strategy through triple bottom line management aimed at assisting companies to design transformation programmes capable of:
- achieving target % of profit growth by aligning strategy, business systems, structures & staff and
- sustaining the growth by securing support of the programme’s social and environmental objectives by key stakeholders
secure
social
bottom line
People
Maximise
economic
bottom line
Profit
secure
Environmental
bottom line
Environmental
“To provide managerial leadership that nurtures the social good and also gives the foundation for sustainable growth in organizational results.”
Transformation with Requisite Organization:
60 years of research
The only total management system
Worldwide practical implementations
Integration of economic, social and environmental issues
Alignment of strategy, systems, structure and staff
Quantitative measurement of social and environmental licenses to operate
Specifically designed programmes for different % of bottom line increase
• High capability (101-126 score) of the programme to deliver target % of economic bottom line growth;
• High acceptance (64-126 score) of the programme’s social impact by key stakeholders – social license holders;
• High acceptance (64-126 score) of the programme’s environmental impact by key stakeholders – environment license holders. 
• High capability (101-126 score) of the programme to deliver target % of economic bottom line growth;
• Low acceptance (0-63 score) of the programme’s social impact by key stakeholders – social license holders;
• Low acceptance (0-63 score) of the programme’s environmental impact by key stakeholders – environment license holders. 
• Low capability (0-100 score) of the programme to deliver target % of economic bottom line growth;
• Low acceptance (0-63 score) of the programme’s social impact by key stakeholders;
• Low acceptance (0-63 score) of the programme’s environmental impact by key stakeholders. Transformation Programme: Key Requisite Questions You Should Ask
- What target % of economic bottom line increase does your company aim to achieve?
- How capable is your company’s transformation programme to achieve the target % increase?
- How strongly do the key stakeholders support the objectives of the transformation programme?
- How strongly do the key stakeholders accept the environmental impact of the transformation programme?
Interested to assess your transformation programme?
Economic Bottom Line Transformation
TYPE A
Output Team
TYPE B
Operating Unit
TYPE C
Production Unit
TYPE D
Business Unit
TYPE E
International Unit
TYPE F
Global Unit
TYPE A
TYPE B
TYPE C
TYPE D
TYPE E
TYPE F
Output Team
Operating Unit
Production Unit
Business Unit
International Unit
Global Unit
Type A Transformation
Bottom Line Increase: <7%
Key Unit: Stratum II Output Teams
Transformation Duration: up to 1 year
Transformation Output: Eliminate waste / reduce variability / increase compliance
Strategy:
- Critical success factors for Stratum II output teams
- Maximum 1-year planning horizon
Systems:
- Standard Operating Procedures (SOPs) for Output teams
- Positive intention to comply with SOPs
- Stratum II Production Programming
- Stratum II Technology Troubleshooting
Structure:
- Two-strata structure optimization
- Optimal workload per Stratum I role
- Optimal size of Stratum II Output team
- Full Managerial Accountability and Authority for Stratum II role
- Clear Horizontal Working Accountabilities and authorities for the team
- Quality of managerial leadership
- Accountability and authority to conduct ongoing analysis of the processes, reduce waste and improve compliance
Staff:
- Stratum II role accountable for the team is matched with Stratum II capability
- Stratum I roles are matched with Stratum I capabilities
- Strong Stratum II Talent Pool
- 1-year labour budgeting
Key IT Systems:
- Basic Instrumentation / PLC / DCS / SCADA / AI-based models, etc.
- Statistical Process Control, etc.
Type B Transformation
including Type A
Bottom Line Increase: <20%
Key Unit: Stratum III Operating Units
Transformation Duration: up to 2 years
Transformation Output: maximum utilisation & reliability of designed capacity
Strategy:
- Critical success factors for Stratum III Units
- Maximum 2-year planning horizon
Systems:
- Production system
- Technology control system
- Maintenance execution system
- Short-term planning system
- Dispatching system
- Warehouse management
- In-bound logistics / raw materials supply
Structure:
- Three-strata organizational structure optimization
- Full Managerial and Manager-once-removed accountabilities & authorities
- Clear Horizontal Working accountabilities and authorities for Stratum III Operating Units at all strata across Units
- Quality of Managerial and Manager-once-removed Leadership
- Accountability and authority to change and improve processes
Staff:
- Stratum III roles are matched with Stratum III capability
- Strong Stratum III Talent Pool
- 2-year human resourcing plan
Key IT Systems:
- CMMS / LIMS / WMS, etc.
Type C Transformation
Bottom Line Increase: <50%
Key Unit: Stratum IV Production Unit
Transformation Duration: up to 5 years
Transformation Output: Improve cost effectiveness and reliability of designed capacity (new methods, tools, technologies, materials, etc.)
Strategy:
- Critical success factors for Stratum IV Production Units
- Maximum 5-year planning horizon
Systems:
- Mature Stratum IV Production Unit
- Mature Stratum III systems:
- Integrated planning / programming / S&OP system
- Technology development system
- Mechanical / electrical reliability system
- Sales & Marketing systems
- Capital project management system
- Procurement system
- Outbound logistic system
- Management accounting system
Structure:
- Four-strata organizational structure optimization
- Full Managerial and Manager-once-removed accountabilities & authorities
- Clear Horizontal Working accountabilities and authorities for Stratum IV Production Unit at all strata across Unit
- Quality of Managerial and Manager-once-removed Leadership
- Accountability and authority to add new processes to the systems
Staff:
- Stratum IV roles are matched with Stratum IV capability
- Strong Stratum IV Talent Pool
- 5-year human resourcing plan
Key IT Systems:
- MES, etc.
Type D Transformation
Bottom Line Increase: <100%
Key Unit: Stratum V Business Unit
Transformation Duration: up to 10 years
Transformation Output: Extend the designed capacity (new production units, new products, better margins, etc.)
Strategy:
- Critical success factors for Stratum V Business Unit
- Up to 10-year strategy development and operationalisation (cascading)
Systems:
- Mature Stratum V Business unit
- Mature Stratum IV Business functions:
- Production unit
- Technology business function
- Asset management business function
- Business planning & analysis function
- Commercial business function
- Sales & Marketing business function with new product development (R&D)
Structure:
- Five-strata organizational structure optimization
- Full Managerial and Manager-once-removed accountabilities & authorities
- Clear Horizontal Working accountabilities and authorities for
Stratum V Business Unit across all functions and strata - Quality of Managerial and Manager-once-removed Leadership
- Accountability and authority to change / improve Stratum III systems
Staff:
- Stratum V role is matched with Stratum V capability
- Strong Stratum V Talent Pool
- 10-year human resourcing strategies
Key IT Systems:
- ERP, etc.
Type E Transformation
Bottom Line Increase: <200%
Key Unit: Stratum VI International Business Unit with single value chain
Transformation Duration: up to 20 years
Transformation Output: new business development (new Stratum V business units, new countries with assets, etc.)
Strategy:
- Critical success factors for Stratum VI International Business Unit
- Up to 20-year strategy development and operationalisation (cascading)
Systems:
- Mature Stratum VI International Business Unit
- Mature Stratum V Business Unit
- Stratum V International Sales & Marketing for single value chain
- Stratum V Business Planning and Analysis for single value chain
- Stratum V Economic Resourcing for single value chain
- Stratum IV Technology Resourcing for single value chain
- Stratum IV New Business Development Function
Structure:
- Six-strata organizational structure optimization
- Full Managerial and Manager-once-removed accountabilities & authorities
- Clear Horizontal Working accountabilities and authorities for Stratum VI International Business Unit and across all functions at all levels
- Quality of Managerial and Manager-once-removed Leadership
- Accountability and authority to add new business functions
Staff:
- Stratum VI role is matched with Stratum VI capability
- Strong Stratum VI Talent Pool
- Up to 20-year human resourcing strategies
Type F Transformation
Bottom Line Increase: <400%
Key Unit: Stratum VII International Business Unit with multiple value chain
Transformation Duration: up to 50 years
Transformation Output: new business development (new Stratum Vi businesses, new value chains, new countries with assets, etc.)
Strategy:
- Critical success factors for Stratum VII International Business Unit
- Up to 50-year strategy development and operationalisation (cascading)
Systems:
- Mature Stratum VII International Business Unit for multiple value chains
- Mature Stratum VI International Business Units for single value chains
- Stratum VI International Sales & Marketing for multiple value chains
- Stratum VI Business Planning and Analysis for multiple value chains
- Stratum VI Economic Resourcing for multiple value chains
- Stratum VI Technology Resourcing for multiple value chains
- Stratum V New Business Development Function
Structure:
- Seven-strata organizational structure optimization
- Full Managerial and Manager-once-removed accountabilities & authorities
- Clear Horizontal Working accountabilities and authorities for Stratum VII International Business Unit across all units at all strata
- Quality of Managerial and Manager-once-removed Leadership
- Accountability and authority to add new businesses / business units / value chains
Staff:
- Stratum VII role is matched with Stratum VII capability
- Strong Stratum VII Talent Pool
Contact Us for Assessment of Economic Bottom Line
Contact Us for Assessment of Social Bottom Line
Environmental Bottom Line of Requisite Organization
- What is the sustainability production model for the company?
- How effective is the sustainability production model managed?
- How the programme impacts / changes the sustainability production model?
- What are key stakeholders for the sustainability production model?
- How strongly do key stakeholders support changes in the sustainability production model?
- Does the transformation programme have overall environment license to operate?
Define:
- Sustainability production model (take / make / waste / use / return resources)
- Impact of the programme on the sustainability production model
- Key stakeholders of the sustainability production model
- Support required from the key stakeholders
- Assessment tool to measure support by key stakeholders
Assess:
- Positive / negative support for every change in the sustainability production model by every key stakeholder
- Overall Environmental License for every objective
- Overall Environmental License for the programme
- Gaps in the support of the programme
Improve:
- Environment Monitoring System
- Environment Management System
- Resource Efficiency System
- Sustainability Technology System
- Product Sustainability Life Cycle
- Overall Environmental License for the Programme
Contact Us for Assessment of Environmental Bottom Line
3-Day Requisite Organization Workshop
Companies / units who need to improve their bottom line
Companies / units who have developed the transformation / improvement programme and would like to evaluate
its quality using the principles of Requisite Organization
Individuals and teams who are interested in deepening their knowledge of Requisite Organization should attend. The workshop is appropriate for Senior Leadership team, HR professionals, internal consultants, line managers, and others involved in the design and implementation of the transformation / improvement programme.
Participants are encouraged to attend as a team from the same company.
Maximum size of the group – 20 people per workshop.
Senior Leadership team accountable for developing the strategic path for the company
Line Managers accountable for the transformation / improvement programme
Project managers assigned to support the transformation programme
Human Resource and/or Organisational Effectiveness Professionals
Functional managers (depends on the level of transformation programme and target 5 increase of the bottom line)
Sustainability managers (government relations, community relations, union relations, environment management, etc.)
Finance function manager
Understand the fundamentals of Requisite Organization
Assess the current alignment of your company (level of business complexity, strategy, systems hierarchy,
structure, etc.)
Review your transformation / improvement programme using the principles of RO
Outline / draft your transformation / improvement programme using the principles of RO (targets, scope, duration, content, etc.)
Company’s strategy currently and knowledge of future strategic aims
Target % increase of bottom line
Organisational structure / organisational model
Self-assessment of some functional systems (template sent before the workshop)
Self-assessment of key HR processes (template sent before the workshop)
3-day workshop
Rebecca Cason, President of Requisite Organization International Institute
ROII’s advisors with experience in RO implementation worldwide
Experienced moderators
At your premises
At our premises or premises of our partners across the globe (UK, Sweden, USA, Australia, Canada, Moscow, etc.)
Elliott Jaques – Origins of Requisite Organization
Fundamentals of Requisite Organization
Triple Bottom Line of Requisite Organization
5S Alignment within Requisite Organization (Strategy, Systems, Structure, Staff, Sustainability)
Levels of Bottom Line Transformation: Complexity of Programmes
Economic Bottom Line of Requisite Organization
- Target % of Bottom Line Increase
- Requisite Transformation Programmes
- Level of Business Complexity (value chain, asset geographies, operating revenues, size, etc.)
- Strategy:
- level of strategy complexity, strategy linkage, etc.
- Systems:
- hierarchy of stratified systems and functional alignment, system maturity, system development, etc.
- Structure:
- Structure analysis (manifest, assumed, extant, requisite analysis)
- Structure design and models of Requisite organisations
- Role design and work complexity
- Accountabilities and Authorities
- Managerial Accountabilities & Authorities
- Managerial Leadership Practices
- Task Initiating Role Relationships (Crossfunctional working)
- Competency mapping / capability profiling
- Staff:
- Current Applied, Current Potential and Future Capabilities
- Capability Assessment
- Talent Pool Development and Management
Social Bottom Line of Requisite Organization
- Social License to Operate of Requisite Organization
- Key holders of social license (employees, communities, unions, governments, etc.)
- Definition of support required by key social license holders
- Quantitative measurement of positive / negative intention to support the transformation
- Methodology to construct the questionnaire
- Real-time management of social data
- Key social systems and their maturity: employee relations and people management, occupational
health and safety, community relations, union relations, etc.
Environment Bottom Line of Requisite Organization
- Environmental License to Operate of Requisite Organization
- Sustainability Production Model of Requisite Organization
- Key holders of environmental license (management, employees, communities, governments, non-government organisations, etc.)
- Quantitative measurement of environmental license for the transformation programme
- Methodology to construct the questionnaire
- Key social systems and their maturity: environment management system, environment monitoring system, sustainability technology system, etc.
Content of the workshop can be adjusted to the needs or interest of a company / or a current transformation programme
social Bottom Line of Requisite Organization
Social Bottom Line Transformation: Key Requisite Questions You Should Ask
Define:
Assess:
Improve: