Robinson Roe - Strategic Collaborator
Rob has managed teams in North America, Europe and Asia Pacific. He has worked for large corporates, medium sized companies and startups. The roles Rob has taken on include sales, marketing, operations, manufacturing worker, CEO, Senior Vice President, Middle Level Manager and Managing Director.
During this time Rob would have conversations with his managers, colleagues, peers and direct reports, often over a coffee. It didn’t matter if the café was in America, Singapore, India, England, Russia, China, Japan, Germany or Australia, every time the same questions kept coming up, “Why am I always in meetings?”, Why can’t we make decisions?”, Why do we have vertical silos?”.
No one seemed to have the answers which set Rob on his journey to find out why, and to look for possible solutions.
It started with reading all the business books; Good to Great, Blue Ocean Strategy, Reinventing Organizations, and hundreds more. Attending conferences and completing a multitude of executive management courses. Leveraging the endless stream of consulting engagements, McKinsey & Co, Boston Consulting Group, Bain Consulting, Deloitte and PWC, where Rob took the opportunity to ask the same questions. Along the way Rob learnt Six Sigma, TQM, Lean Thinking, The Lean Startup, Agile Software Development, Theory of Constraints, Myers Briggs Type Indicator, Belbein Team Roles, Herrmann Brain Dominance, Social Styles and more.
What emerged was that many of the people, books, methodologies were saying similar things. Sometimes in different but complimentary fields like, personal development, organizational culture and operating structures. Scattered in all the literature, conversations and Q & A sessions were many jigsaw puzzle pieces that seemed to go together.
To put the picture together Rob delved into the immense world of academic research by undertaking a Masters of Strategic Foresight. There a range of topics were covered, everything from personal development, cultural development, cybernetics, viable systems model, stratified systems theory, big history, causal layered analysis, scenario planning, systems thinking and especially Ken Wilber's Integral Theory.
It was Ken Wilber’s Integral Theory which provided the map to pull all the jigsaw puzzle pieces together. Wilber’s Integral map covers how we think, behave, the structures and systems we create as well as the culture that emerges from us as a group. Gathering together all the jigsaw pieces Rob was able to put together the picture puzzle of a complete organization. The resultant completed picture is called the Integral Organization Model. It can be thought of like an organization’s equivalent of the Gray’s Anatomy book, which when first published in 1858 was the first time the knowledge of how the human body worked was brought together. The Integral Organization Model provides the diagnostic tool across the physiology (structure and systems), psychology (thinking and behavior) and sociology (culture) of an organization to determine the root causes and therefore the solutions to these frequently asked questions.
Rob continues to have his coffee conversations but now he has some answers.
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