Assessing Requisite Readiness
Extracted from the book, Organization Design, Levels of Work & Human Capability: Executive Guide; Editors: Ken Shepard, Jerry L. Gray, James G. Hunt, and Sarah McArthur, 2007 - pp. 379 - 390
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Many are curious about the CEOs and organizations that elect to use part or all of requisite organization theory. Some have speculated that organizations where managers have technical training such as engineering or medicine are more attracted to the theory. Others say it’s the capability and psycho-graphics of the CEO. Glenn W. Mehltretter, Jr. and Michelle Malay Carter introduce us to an intriguing new explanation of the leader and organizational characteristics related to varying interest and application of RO concepts in their article “Assessing Requisite Readiness.”
Major organizations and consulting firms that provide Requisite Organization-based services
A global association of academics, managers, and consultants that focuses on spreading RO implementation practices and encouraging their use
Dr. Gerry Kraines, the firms principal, combines Harry Levinson's leadership frameworks with Elliott Jaques's Requisite Organization. He worked closely with Jaques over many years, has trained more managers in these methods than anyone else in the field, and has developed a comprehensive RO-based software for client firms.
Former RO-experienced CEO, Ron Harding, provides coaching to CEOs of start-ups and small and medium-size companies that are exploring their own use of RO concepts. His role is limited, temporary and coordinated with the RO-based consultant working with the organization
Founded by Gillian Stamp, one of Jaques's colleagues at Brunel, the firm modified Jaques;s work-levels, developed the Career Path Appreciation method, and has grown to several hundred certified assessors in aligned consulting firms world-wide recently expanding to include organization design