The Adizes Institute vision is to serve every company by providing them with the instruments to lead rapid change successfully and sustainably without destructive conflict to achieve exceptional results.
Our methodology is a turnkey solution that transfers technology and knowledge to our clients and gives them tools, processes, and content knowledge to manage continuous change with high ethical standards, achieving an integrated holistic solution.
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Wow tonight I heard one of your father's discertments in spanish... I was able to identify his Neshama's spark and so I listened to his entire presentation.... now I guess I'm hooked and I hope that this is what I was waiting for to change my life
My comment will dedicated to the comment others. I am watching the video after 3 month since publishing of it… 407 times viewed… no comment since publishing…. I met Dr Adizes more than 15 years ago during his first visit in Almaty… Dr Adizes personally and methodology allowed me develop my professional skills a lot… This is one of the really a few working methodologies in the ocean of management education bullshit… Why only 407 people have seen this video and no personal comments left… What is in fact going on??? Dear Dr Adizes, dear Nurit, please accept my words of love and respect, please keep doing what you do and in what you believe !!!
It is a pleasure to watch for such a professional achieving great results! There are more to come, wishing a bright and fruitful future for Greg and all Adizes Institute representatives!
🎯 Key Takeaways for quick navigation: 00:00 🎯 The focus of the presentation is on healthy organizations and the importance of organizational health for long-term success. 03:01 💡 Profit is the result of serving clients and meeting their needs effectively. Organizations should prioritize serving their clients to be continuously successful. 08:15 👥 Complementary teams with representatives from different functional roles (P, A, E, and I) are essential for making effective and efficient decisions. 18:00 🏢 Organizations should have a structure that encompasses all four roles (P, A, E, I) to ensure balanced and healthy functioning. 28:58 🤝 Conflict between different roles in an organization is natural, but mutual respect for each other's differences can lead to synergy and better decision-making. 32:49 🔄 Healthy organizations require complementary functions, structure, and teams working with mutual respect. 33:50 🎯 Recognize and appreciate differences in others; learn from diverse perspectives to make better decisions. 37:25 🤝 Surround yourself with people who disagree with you but whom you respect and love, as they can help you make better decisions. 38:17 📚 Good decision-making involves effective implementation and cooperation with common interests. 50:43 🌐 Healthy organizations promote symbiosis, where diverse functions collaborate for mutual benefit with trust and cooperation. 01:04:37 🏢 Remote work and social media bring new challenges to establishing the "I" role (integrator) in organizations, which requires careful consideration and adaptation. 01:06:40 🚀 The speaker emphasizes the importance of approaching work from the heart, fostering organic and social norms-based environments for effective collaboration. 01:08:36 ❤️ Love is the most integrating and organic force in organizations, leading to better understanding and cooperation among team members. 01:13:33 👥 The speaker discusses the different management styles (E, P, A, and I) and how they can be complementary and essential for various business contexts. 01:14:08 🤔 Knowing oneself is difficult, and often, others can see our management style better than we can. Understanding team members' styles can be revealing for improving teamwork. 01:18:06 🔄 Organizations, like living organisms, have a life cycle. Leaders must adapt their management style accordingly as the organization grows and changes. 01:28:38 🌱 In the courtship stage of a company, having realistic dreaming, a business plan, and reality testing are essential for successful entrepreneurship. 01:34:11 💡 Understanding the difference between being an artist, a bureaucrat, and a businessman is crucial to building successful technology companies. 01:37:36 🤝 A successful businessman balances cost and value, saying "why not" to opportunities that make sense, while innovators often focus only on the value. 01:37:50 🏢 A successful company needs a complementary team of technologists and businessmen, not just one or the other. 01:38:25 💼 Long-term financing is crucial for sustainable growth; short-term financing can lead to continuous financial struggles. 01:40:29 🤝 Choosing the right investors who share your values is essential for a startup's success; wrong investors can kill the company. 01:41:17 😴 The company is "born" when the risk is taken, and at that point, it's time to stop dreaming and start working relentlessly. 01:44:22 🚫 Trying to do too many things at once without finishing anything can lead to failure; focus and finish one thing at a time. 01:48:16 🚼 Autocratic leadership is normal and often necessary in the early stages of a company (infancy) when the founder is still figuring things out. 01:50:25 🏢 As a company grows, it enters the "Google" stage, characterized by overconfidence, many priorities, and a lack of structure. 02:01:57 🦜 The founder's monopolized leadership in a successful company can become a liability if there's no succession plan. 02:09:16 📈 At the Adolescence stage of the business life cycle, a crisis often triggers the need for order and professional management. 02:10:59 🔄 The transition from Entrepreneurship to Professional Management requires a shift from relying on personal relationships to following rules and systems. 02:14:05 💼 When an "A" (Entrepreneur) and an "E" (Professional Manager) conflict in a company, it can lead to trouble. The founder may need to bring in a professional manager to lead the company effectively. 02:20:30 🏢 The transition from Personalized Copy to Institutional Capital requires a restructuring of the organization to allow for professional management. The company should be organized by a genius so that any capable person can run it. 02:31:15 💡 To successfully transition from a founder-led company to professional management, diagnose the company's problems, empower people to solve them, share the vision, and develop the right structure. Then, bring in a professional manager piece by piece. 02:34:45 📉 Aging companies face the "Monkey Syndrome" where they fear cannibalizing their current success to embrace new ideas. Cultivating a culture of mutual trust, respect, and a willingness to learn from diverse perspectives is essential to company longevity. 02:40:55 🔄 Culture changes as a company ages, shifting from permissive in a growing company to restrictive in an aging company. 02:42:11 🎾 Function and form are crucial in a company's behavior, with bureaucracy often prioritizing form over function. 02:45:12 💼 Established companies may focus excessively on profit, hindering innovation and new product development. 02:45:59 🔄 Changing the leader may not solve company problems if the underlying system (structure, rules) remains unchanged. 02:47:19 🔀 Organizational culture drives management behavior, and bureaucracy becomes a slave to the rules. 02:48:43 🏢 The company's life cycle determines the type of leadership required: "e" for infancy, "a" for aging, etc. 02:51:00 🔄 Dysfunctional structures in established companies may lead to conflicts between short-term (sales) and long-term (marketing) priorities. 02:53:24 📈 Becoming too comfortable as a market leader can lead to complacency and a decline in competitiveness. 02:57:45 📉 Raising prices instead of adapting products can lead to short-term profit but harm the market share and overall health of the company. 03:00:21 💔 In the "Aristocracy" stage, internal conflict and scapegoating become prevalent as the company declines. 03:00:41 🚫 Bureaucracy thrives on government support rather than market demand, leading to inefficiency and corruption. 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If I may say,... I think you need to elaborate more about the HOW. I assume you don't mean to "dictate the how", rather I personally prefer not to tell my staff HOW, but I provide guidelines, framework, the right resource and I enable. The middle management is expected to act with their HOW style, strengths and authority.
Dr.Ichak Adizes' Concept is the most reasonable and applicable concept. I taught it to my students and my clients since years ago. Thank you Dr Ichak Adizes.
I am really shocked, why is only 2 commentaries after 2 years of beening available this video .. Guys and Ladies, are you stupid or you have nothing to add or asked???
I wonder how do the associates conduct the sessions over 3 days. What is the methodology of conducting that session? It seems a lot of the magic is in that intense discussion.
Fantastic video... fabulous company FRISA. Loved the way they came together to save the company in 2008 & 2010. Admired the way decisions are made and executed. Really a great example of work culture and democraship. All the best FRISA in the future too.
