Requisite organisation

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Welcome to the Requisite organisation page


What is a requisite organisation?

Elliott Jaques first introduced his ideas in the 1940’s and 50’s Glacier Project in the United Kingdom (Elliott J, 1951). These included time span of discretion and role authorities and accountabilities and the importance of healthy working relationships which were tied to seven levels of work complexity and effective structures geared to business purpose. Jaques’ Requisite Organisation (RO) mirrors many of the key properties of a Complex Adaptive System, such as hierarchy of function (not power), more complex relationships and behaviours between parts, adding, assimilating / combining / discarding parts, reoccurring use of patterns.

We do not use the term in the strictest sense within EGM(r), but rather as the final part of the cycle: 'Collaboration', 'Learning organisation', 'Requisite organisation'.


Thinking about the concept

A visual thesaurus search is always an excellent starting point to discuss a concept definition:

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Relations of the Requisite organisation within Organisational futuring (and Corporate futuring)

EGM - Of - Requisite organisation - 3D - ENG.jpg

There exists a close vertical relationship within Organisational futuring:

On the Outer focus level, an affiliation exists with:

Corporate futuring and Organisational futuring intertwine, on the Outer focus level, through:

In concrete terms, this means:

  • The trio - 'Collaboration', 'Learning organisation' and 'Requisite organisation' - is inextricably linked.
  • Your 'Requisite organisation' contributes substantially to 'Activa- & enablers management', 'Compliance management' and 'Human capital'.
  • Furthermore, 'Requisite organisation' is part of the Outer focus level where Organisational- and Corporate futuring meet.



Questions we can ask ourselves when contemplating our Requisite organisation

  • Support our 'Requisite organisation', our 'Enablers', our 'Compliance' and our 'Human capital'?
  • Are our idea's about a 'Requisite organisationl based on a 'Learning organisation' and 'Collaboration'?
  • Is our 'Requisite organisation' robust enough to generate 'Collaboration'?
  • Is our 'Requisite organisation' keen enough to support our 'Operational Strategy' and our 'Financial management'?
  • Is our 'Requisite organisation' a collider or a mediator between our 'Human capital' and our 'Enablers'?