Contents

  •  2016 Highlights - A Look at some of the special events that took place in 2016.

Super Charging Lean Six Sigma Using the Adizes Methodology: A Case Study

By Darrell Gooden, Jose Jacinto Juarez and Shoham Adizes

In a nutshell, Lean Six Sigma practitioners seek to assist clients in delivering products and services as quickly as possible, on time (speed), with no errors (high quality), and at 9a873809-a301-4a6e-91b3-b9dd9f57d3aethe lowest price (low cost).

Six Sigma was born in Motorola during the 1980′s and was popularized by General Electric over the next decade. Lean was derived from the Toyota Production System in the 1960′s and was popularized in the book, Lean Manufacturing. Many manufacturers and service organizations have adopted Lean Six Sigma strategies over the years.

Armed with such a methodology, why would any organization using Lean Six Sigma consider using the Adizes Methodology?

The answer is that while Lean Six Sigma focuses on speed, quality, and cost, they do not address issues relating to organizational culture, structure, mission, and managerial process.  In short, neither Lean nor Six Sigma are designed to approach an organization’s problems holistically.  They do not provide the means to deal with the more complex issues of people, structure, mission, vision and values, but rather only address operational problems.

As such, Lean & Six Sigma offer little when dealing with highly complex problems that involve more than just the manufacturing facility, but rather have roots spreading throughout the organization. These are problems for which the task to solve the problem is not clear. “Where do we start? What should we do?”

At Adizes we work side-by-side with our clients to deploy a comprehensive change management program that deals with much more than just symptomatic operational issues.

The truth is, Lean Six Sigma lacks many of the participative decision-making tools that Adizes offers, which contribute to better decision making and faster implementation. Concepts like CAPI, which define who needs to be in the room during the decision making process and other tools, which ensure that all participants in the decision making process have stated roles and responsibilities, which are unique to Adizes.

As Dr. Adizes often says, “Those who row the boat, don’t rock the boat.”

In Adizes as opposed to Lean or Six Sigma, we make sure everyone has an oar.

Additional Adizes tools that do not exist in either Lean or Six Sigma focus on converting conflict into a force that not only helps the problem solving team make better decisions, but also acts as a catalyst to help change the culture of the organization. In this way, during Adizes sessions, we not only aim to solve the problem on the table, but also to change the organizational culture, provide on the spot managerial training and development, and enrich the managerial styles of all involved in the process.

By taking into account more than just the symptomtic problem, Adizes is able to create results that are significantly greater and longer lasting than those provided by Lean and/or Six Sigma alone.

At the Adizes Institute we have worked with many organizations that were already deploying Lean and/or Six Sigma within their organizations.

These organizations identified that Lean Six Sigma lacked the total organization transformation perspective. The different Lean Six Sigma teams were not coordinated into the greater change effort. There were minimal mechanisms to connect the work of each team to the work of other teams, even when the problems were highly related. This resulted in a lack of coordination, redundant work, a lack of implementation and ultimately, frustration among the work force.

Upon introducing the Adizes Methodology to compliment the tools of Lean & Six Sigma, these organizations were able to super charge their change initiatives.

You see, the Adizes Methodology easily assimilates the essential elements of both Lean Six Sigma while also providing a larger, organic, framework for the entire change program.

An example of such an approach was undertaken with a large government contractor based in California. This organization quickly started adopting Adizes tools within their Lean Six Sigma sessions. Adizes meeting rules, and the concept of CAPI, provided each member of the team with a clearly defined role, while other concepts were embraced to strengthen implementation and effectiveness.In addition, the POC (Participative Organizational Conduit) structure was utilized to coordinate, prioritize, and communicate activities amongst the different teams. The POC was also able to cascade different change initiatives throughout the organization. This led to a more coherent change effort.

Finally, upon implementing the Adizes transformation program, the organization was able to address issues stemming from the structure, mission, vision, individual behavior, culture, and operational processes. In this way, the organization was able to deal with more than just symptomatic problems.

Three years into the integrated approach (Adizes plus Lean Six Sigma) an unprecedented thing happened. The organization won both the National Shingo Prize for Lean Operational Excellence ‘and the California award for Performance Excellence. The leadership credited Adizes as making the difference that distinguished the organization’s unique approach. The Adizes methodology functioned as the “motherboard” for change management in the organization.

The “POC” that was established, ran continuously throughout the next 10 years, long after Adizes services were being delivered. Adizes concepts such as CAPI, PAEI, internal marketing etc. … became the lingua franca of the organization.

This is one case of many where the Adizes Methodology was brought in to super charge a change initiative that was floundering.

An important point before closing…

The majority of Lean Six Sigma implementations fail, as do many other change initiatives, because of a missing ingredient.

That missing ingredient emanates from the climate, attitudes and managerial norms within the organization. Intrinsically validating those intangible assets requires acknowledging the necessity of organizational structure and culture in change management.

Herein the Adizes Methodology  surpasses the great majority of other change methodologies.

Upcoming Adizes Events

Our Exciting Offerings in the Months to Come

1. December 17 – 18, 2016. Training on how to design Symbergetic™  Reward Systems, Phase XI. (online) 

2. January 22 – May 14, 2017Training on Traditional Management Theory (Online)

3. January 25, 2017 – February 1, 2017 Leading Highly Effective Teams, Adizes Integrator’s Training  (Santa Barbara)

4. February 5 – 8, 2017Syndag™ Training (Santa Barbara)

5. February 9 – 11, 2017Lecturing Adizes Training (Santa Barbara)

6. February 15 – 17, 2017 Training in Phase VI, the Adizes Profit Tracking and Accountability System  (Santa Barbara)

7. February 20-21, 2017Adizes Colloquium (Santa Barbara)

8. February 23 – 26, 2017Training in Phase V,  Symbergetic™ Design of Responsibilities  (Santa Barbara)

9. March, 7 – 23, 2017. Training on Leading the Leaders, Principles of Coaching and how to lead the corporate POC through the Adizes Change Program (Online)

10. March 9 – 10, 2017Break Through to Prime (Santa Barbara)

11. May 19, 2017. Kazan International Economic Summit of Russia and OIC Countries 2017 (Online lecture by Dr. Adizes)

For full information on the events from the Adizes Institute listed above, visit http://adizes.com/upcoming-events/

 

For an updated list of upcoming events from the Adizes Graduate School visit http://adizesgs.org/calendar/upcoming-events/

 

2016 Highlights

Adizes Colloquia 2016

During this past summer, from July 28th through August 5th the Adizes Institute held its cb44d10c-edfd-4246-a353-b53bb5875f60summer colloquia in Santa Barbara, California.

During this nine-day period, the leadership of the Institute began the rather remarkable process of implementing its own methodology in a move to transition out of the “Founders Trap” and into adolescence.

If you don’t know what the “Founder’s Trap” is, Dr. Adizes explains:

“When I say organizations, I have in mind empires, movements, schools of thought, for-profit-organizations. Many organizations were born, grew to some point, got into a trap where there was no way out and disappeared. The cause for this is a disease called the Founder’s Trap.” (1)

Adolescence is the stage of the organizational lifecycle where the company is reborn. This second birth is an emotional time where the company must find a life apart from that provided by its Founder. This critical transition is much like the rebirth a teenager goes through to establish independence from his or her parents.

During the colloquia, leadership introduced plans for the implementation of the company’s new mission, structure, and strategy.

For example, during the event, Shoham Adizes, the president of the Adizes Institute, presented the new Mission for the Adizes Headquarters, the Adizes Network Structure, and the responsibilities and authorities of the Adizes HQ as they relate to its regional offices worldwide. 

Juan Jose Flores, an Adizes associate from Monterrey, Mexico commented on these positive proceedings, noting that “this event will have an impact on everyone personally and professionally. What’s happening is a good thing. I like working in an environment that’s going to help people.”

Richard Azera, an Adizes associate from Santa Barbara, California concurred.

“This is progress. I like it that this goes beyond seeing people and listening to lectures, gaining knowledge. You actually see the evolution of the people and of the company. You see how everything progresses together and moves forward.”

In addition to discussing plans for moving out of the Founder’s Trap, managing directors also presented case studies, highlighting both challenges and successes with various companies. An enlightening question and answer period followed.

Finally, the new non-degree, certificate program for training was rolled out.

eff61c83-6560-4578-9c69-84e9c40b952e In-between sessions, participants gave one another their undivided attention, met new people, strengthened existing relationships, and ate some awesome food.


Looking forward to the next gathering of Adizes leaders in February 2017, 
Zvezdan Horvat, the Managing Director of Adizes’s Serbian office, said that:

“It was a pleasure to be here. I enjoy meeting everyone from so many different countries. It’s always about the exchange of ideas, as it will be again.”

Reference:
 
(1)     Adizes, Ichak. Corporate Lifecycles: How and Why Corporations Grow and Die and What to Do about It. Englewood Cliffs, NJ: Prentice Hall, 1988. Print.

“How to Ensure the Effectiveness of an Organization in the New Economic Reality – A Seminar for Owners and CEOs”

From November 28th through December 2, 2016, Dr. Ichak Adizes, the Adizes e8158b2f-b585-4ccb-8dc9-4e7de3a37e1d
Institute’s CEO, Peter Shtrom, the Institute’s Vice President, and Stanislav Krause the professional director of the Adizes Institute’s Russian office, presented 
a four-day course for owners and CEOs, which was held in Weerberg, Tirol, Austria.

A typical, powerful Adizes seminar, each day covered a different theme.

For example, first day lectures covered topics such as business changes and challenges, the nature of problems, the inevitability of choice, and viewing crisis as a large-scale opportunity for change. Further lectures discussed the function of management, management styles, how to implement decisions, and how to succeed in the face of rapid change.

Day two covered issues related to diagnosing problems and controlling system changes. Topics of individual lectures covered managing corporate lifecycles, diagnosing organizational problems, the process of managing change in an organization, and how to form effective management teams.

f4ac665a-0938-435b-9d58-eca4a0fdb548Day three focused in a powerful way on overall strategy. For instance, the speakers led participants in taking a look at the company’s mission as a part of strategy, as well as taking a hard look at opportunities and threats, and finally analyzing customer needs.


The fourth and final day focused on how to ensure responsible behavior among an organization’s managers. Relevant issues covered included 
how to eliminate destructive conflict, management by objectives, and focusing on personal responsibility.

Announcing the Pursuit of Prime Award 2017!

Congratulations to 1C-Rarus and its entire management team for being named winner of the Adizes Pursuit of Prime Award for the year 2017.

The Pursuit of Prime Award is given to the company that has most faithfully applied the principles of the Adizes Methodology and manifested the highest commitment over time to the methodology.

1C-Rarus, founded in 1994, has helped over 100,000 enterprises achieve their goals quickly and effectively using advanced information technologies.  They first became an Adizes client organization in 2012.

Their commitment to the Adizes methodology was made most apparent in the implementation of Phase VI of the Adizes Program for Organizational Transformation.

Phase VI is where the Adizes Profit Tracking and Accountability System (APTAS) is implemented within an organization.

This phase is important because for true accountability, an organization needs more than clear roles. The organization also needs timely access to easy-to-understand managerial information. This managerial information is different from accounting information as it is specifically designed to help break down the organizational black box so that every dollar can be tracked as it travels through the organization. In this way, each dollar can be analyzed in regards to how it added value to the end customer.

Once APTAS is implemented the spending climate within the organization quickly changes. Before implementation, managers may view resources such as money as the organization’s money; after deployment, the system makes the organization more transparent, and it becomes painfully clear whose money (from which budget) is being spent. With this type of transparency and visibility managers become much more cost conscious and immediate financial results can be seen.

This phase has long been the most difficult phase to implement within an organization simply because of the labor required to mine existing accounting information to develop the system.

1C-Rarus showed it’s commitment by not only implementing the APTAS system within their organization in record time but they were also able to use their expertise in accounting software development to automate the entire process.  Once successfully deployed within 1C-Rarus it became clear that this system would be able to save other Adizes clients implementing this same phase a tremendous amount of time and energy while also adding incredible value. 

That was how the Adizes Executive Dashboard (AED) was created.

Once deployed, this AED system automatically mines existing sources of accounting data (without compromising it in anyway) allowing managers to observe the organization’s activities in detail at near real time by simply logging in through an online portal. Any deviations from the preset budget (beyond  pre-established tolerance levels) are flagged. 

By clicking on that flag a manager can drill down through the organizational structure, examining the performance of each subdivision so that the department, geography, or product that is underperforming can be identified and dealt with. This is called “management by exception.” In this way, any troublesome issues can be quickly identified at their source, at near real time, and dealt with in a manner of minutes.

To watch a short video of Dr. Adizes explaining how the AED system works, Click Here Now.

To date, AED has been successfully implemented in many Adizes client

Dmitry Kazachkov, CEO and Managing Partner of                                                                                                     1C- Rarus (left) posses with Dr. Adizes (center)                                                                                                    and Tetyana Tyatina, AED Project leader of 1C - Rarus                                                                                                   (right).

Dmitry Kazachkov, CEO and Managing Partner of
1C- Rarus (left) posses with Dr. Adizes (center)
and Tetyana Tyatina, AED Project leader of 1C – Rarus
(right).

organizations. Humberto Padilla, Managing Director of the Adizes Office in Monterrey Mexico adds that: 

“The Adizes Executive Dashboard has been a valuable tool for our clients to help create transparency and accountability within their organizations. Congratulations to Dmitry Kazachkov, Tetyana Tyatina and the rest of the 1C-Rarus team on this tremendous achievement.”

The Pursuit of Prime prize will be accepted by Dmitry Kazachkov, CEO and Managing Partner of 1C-Rarus, during the annual, International Adizes Convention in Santa Barbara, California on February 20 – 22, 2017.

To view a list of past, extraordinary winners of the Pursuit of Prime Award, Please Click Here.

Adizes in the Media

Books Quoting Dr. Adizes

The Real Story Behind Australia’s 1983 America’s Cup Win

by Don McKenzie

The Adizes Institute is dedicated to helping executives and leaders gain a better understanding of what leads to success and what leads to failure. There is a complicated

The Australia II

The Australia II

web of different causes, symptoms and manifestations related to both outcomes.

I think the largest piece of the puzzle is making good decisions, and then moving those decisions into successful implementation. The best frameworks for decision-making and implementation, I have come across, are the frameworks of U.S. based, internationally acclaimed, management guru, Dr. Ichak Adizes.

I recently had the opportunity to spend time with Dr Adizes, learning the Adizes concepts and methodologies in greater detail.

My passion for the Adizes Methodology comes from my own personal journey with ups and downs, and with the roller-coaster of successes and failures along the way.

Dr. Adizes’s theories not only explain why “what happened, happened,” but they also provide a set of tools that business owners, executives and managers can use to predict success and failure ahead of time. The Adizes Institute uses this experience coupled with a range of tools to help business owners, executives and managers.

I also enjoy reading books and watching shows that are “the story behind the story.” Real life situations where you know the front end of the situation, and then you’re able to find out more about what was going on behind the scene.

This article blends ideas around effective decision-making and my love of “the story behind the story.”

And so the story begins…

During one brief discussion, Dr. Adizes asked me if I knew of Alan Bond. I responded “of course” as ‘Bondy’ is burnt into most Australians’ memories and our culture itself. He was the former sign writer, turned billionaire who won the America’s Cup, only to end up in jail for fraud.

For those who don’t know, the 1983 America’s Cup was the occasion of the first winning challenge to the New York Yacht Club, which had successfully defended the cup over a period of 132 years.

An Australian syndicate representing the Royal Perth Yacht Club fielded the Australia II, skippered by John Bertrand, against defender Liberty, skippered by Dennis Conner. Australia II won the match races to win the America’s Cup, ending the longest winning streak in sporting history and ending U.S. domination of the racing series.

Most Australians have some recollection of the euphoric scenes after Australia won the America’s Cup. As noted above, it was the first time the USA had lost the Cup in its 132 year history, and it was our humble Aussies that snatched the victory.

In one of the bathrooms of the Adizes Institute, Dr. Adizes pointed me to a large silver plate with an embossed sailboat and the words “Friendship, Sharing & Caring”. This was a gift from none other than Alan Bond himself, who allegedly (I only say that because Alan died in 2015, and so I can’t have a chat with him myself) credits Dr. Adizes and his ideas as a significant factor in the win.

Having this Australian artefact hanging in the toilet was a bit of a ‘shitty’ spot to me. The late Kerry Packer kept a copy of the $1.05 billion cheque Bond gave him for the 9 Network TV stations in his private toilet as well, so maybe it’s the thing to do with Bondy’s gifts.

I know why Australia won. It was just the winged keel… wasn’t it?

If you asked most people what the secret to the win was, they would quote the special winged keel designed by Ben Lexcen. By all accounts this was the main contributor, but I’ve sometimes wondered if there was something else.

This was the first time ever that the America’s Cup needed a 6th, let alone a 7th , race to decide it. If it was just down to the boat and its special keel, should Australia not have been more dominant? America was the greatest technological country in the world and certainly had a few tricks of their own.

Whilst the winged keel has its benefits, it also has its drawbacks. It works best when sailing upwind where stability and the ability to produce side force creates a speed advantage and greater efficiency. However, downwind there is additional drag and it’s not good in choppy seas, so it isn’t all beer and skittles.

To me, this means there was more to the story than just the keel.

So, what is the connection between Dr. Adizes and the fact that Australia won America’s Cup? The relevance really starts with Dr. Adizes’s philosophy and teachings on the role of management.

The loop of change, problems and opportunities, and the need to manage effectively.

Bond had attended lectures from Dr. Adizes in the U.S. where it was taught that the need to manage starts with change. Change in the market, change in the company, change in anything.  This change then creates problems and opportunities. Problems and opportunities are interlinked. A problem handled well creates an opportunity, and an opportunity managed poorly creates a problem.

Managing is about making decisions in response to problems and opportunities, and then implementing those decisions. This creates more change, which in turn creates more problems and opportunities. It’s a continual loop. Change only stops when you’re dead.

For companies, and even in families and relationships, where there’s not a lot of change, there aren’t too many problems.  You generally see a calmness and things just going on their merry way. In high change environments, however, there are lots of problems and opportunities, and therefore a lot of decisions and management.

In high change environments, you often see a lot of conflict too. This conflict is inevitable because people have different styles, interests, and experiences that lead to differences in approaching and dealing with the problem or opportunity.  These differences drive conflict between people and the conflict escalates relative to the size of the problem or opportunity.

However, if you can harness the conflict and make it positive, a complementary team of differences will lead to superior decisions. This is because the same decision is being looked at from different angles and perspectives based on people’s styles, interests and experiences. These differences bring enhanced thinking and create a 1+1=3 situation, when compared to someone just on their own.

I find that people often prefer to hire people they like, or people like them. Often subconsciously rather than consciously. Why? I think most people have a genuine dislike of conflict, and similarities ensure low levels of conflict. But then you end up with similar styles, approach and perspectives which is not optimal.

As has been said: “When two people think alike, one is unnecessary.”

Complementary team decision-making also leads to faster implementation, as more of the potential future problems come to the surface there and then, before a decision is finalized. Potential issues are discussed, resolved and built into the decision itself, rather than being stumbled upon during implementation.

As wonderful and easy as this sounds, the differences themselves create real conflict, which can be incredibly destructive. I’m not going to go into how you properly harness conflict to create amazing results in this article. Suffice to say, it can be done by following a few steps which I’ll leave for another day.

Ok, so a complementary team makes better decisions, which can be implemented faster if conflict is harnessed. So what?

Bond explained to Dr. Adizes that in yacht racing, if you can make a correct decision and implement it just one second quicker than your competitor, then you can create an advantage of over a boat length.

If you do this repeatedly, you’ll be very hard to beat.

If you can make better decisions and implement those decisions faster than anyone else AND have superior technology, wow, you’re on to becoming a winner! Achieving superior technology doesn’t just happen. It starts with getting the right people, and those people then make good decisions, solve problems and exploit opportunities.

Once they hit the water, the seas and wind were always changing, which created new problems and opportunities for the crew. They could not control any of the problems created by Mother Nature’s changes. They could only react with decisions in light of these changes. The better and faster their reactions, the more successful they would be.

Bond understood that while he was the leader of the team, he couldn’t be on the boat with them giving directions, nor could he be there every second during design and construction. All he could do was create the environment for his team to be successful, whilst harnessing any conflict to ensure they made the best decisions possible.

To me, this is an important insight. 

Leaders should stop trying to control the things they can’t. They should become really good at creating the environment to empower their people, allowing them to react to change and execute great decisions.

This is what the Adizes Institute seeks to help its clients achieve. Spend less time giving direction, and more time building the organizational capability to deal with the change. Develop a broad, decentralized capability to make and implement decisions faster than your competition. If you do that, then you have the secret to long-term success.

In a documentary to mark the 30 year anniversary of the America’s Cup win, Bond gave a few hints on his ideals around differences and complementary qualities. When asked about the winged keel’s mastermind, Ben Lexcen, he said; “Ben was one of those people you meet, that was different and made a real impression.” He went on to say, “We needed Ben to complement our overall team”.

John Bertrand, their skipper, further complimented Bond and Lexcen’s partnership, harnessing their collective styles and experience of the crew. In the same documentary mentioned above, Bertrand and members of the crew give interesting interviews, which align with the broad concept of complementary styles, interests and experiences.

And so, after 132 years, a team from a humble little country known for beer drinking and kangaroo wrestling, took the America’s Cup home. Bond was able to build a complementary team that solved problems and exploited opportunities better and faster than their competitors.

Dr Adizes lamented that in the years after the win he warned Bond that he was on a destructive path with the self-driven, debt fuelled acquisition spree of highly unrelated businesses. But, the boost from being the guy that won the Cup catapulted his ego to such stratospheric heights that he was now invincible on his own. History shows this never ends well.

It’s highly likely that few, if any of the Australia II crew knew the name Adizes or how Bond had adopted his approach. They may, but in any case Dr. Adizes has the memory, Bond’s friendship, the silver plate and the pictures to prove it, and that’s enough for me.

Adizes Success Stories

A Client Case History

Prepared by Clark Wigley, Certified Adizes Symbergetic Consultant

A $600 million 3,000-person engineering services company was a prematurely aged 043edd8c-c96d-43ed-b148-62f09864c1fdAristocracy. Financial performance was excellent, but senior leadership was concerned with long-term declines in growth, and long-term customer complaints about too much red tape, higher prices, and declining quality.

Adizes was engaged to work with senior leadership to reorganize the company.  Four key objectives were set for the assignment;

  • Improve the quality of work and value delivered to customers.
  • Improve workforce productivity, reduce redundancies, and reduce unproductive conflict.
  • Increase both the quality and speed of decision-making.
  • Rejuvenate growth.

The assignment was a challenge because the organization was unionized and highly resistant to change.  An internal effort to reorganize the company 2 years prior had failed due to strong resistance from the workforce and key customers.   A $5M 3-year investment in Lean Six Sigma had also failed to produce any material impact on organizational behavior.

This two-year engagement involved work in seven main areas:

1. Governance.  The first step was to establish a POC (a Participative Organizational Council) to direct the transformation program at the enterprise level.   This team was carefully composed to include key union leaders plus experts who deeply understood the needs and wants of key customers.  Similar POCs were started in each of the major business units.  The POCs were responsible for executing the organizational transformation projects, which included successfully implementing the new structure.

2. Strategic Planning.  The next step was to get the top 30 leaders reconnected with the reality of their marketplaces and the six key customers that generated 80% of their revenues.   This step created a strong sense of urgency to reverse customer discontent and begin the process of changing to a customer-drive culture.

3. Syndag Workshops. To create widespread energy for change and dissatisfaction with the status quo, 15 Syndag workshops (two to three day workshops where all top management and those it needs to implement change, like trade unions, collaboratively diagnose the company) were held.  These engaged a critical mass of over 400 key movers and shakers from all areas and levels in the enterprise transformation effort.  This step established widespread understanding and acceptance of the need to reorganize.

4. Reorganization.  The reorganization project began with the top-level design, which was systematically cascaded down to lower levels.  Rather than mandating a one-size-fits-all structure, the POC in each business unit was allowed to design the structure best suited to its mission.  In addition to architecture, each design team spent a significant amount of time discussing responsibilities, accountabilities, delegation of authority, and the business rules that would define how the new organization would work.  With this “wind tunnel testing” approach, most of the bugs were addressed prior to implementation.  The new organization went live at the beginning of the fiscal year; the customers loved it.  The expected push-back from the two unions never materialized and the transition to the new structure was successfully completed relatively painlessly over a 9-month period.

5. Metrics.  The organization had extensive financial metrics, but very little visibility on non-financial key performance measures.  A small set of common leading and lagging KPIs were designed and implemented to provide a more balanced view of enterprise performance.

6. Incentives.  The existing bureaucratic annual review process was replaced with a new process wherein each employee was measured and incented based on 3 to 5 stretch goals that were set and evaluated quarterly.

7. Culture. All work was conducted in a way that deliberately and systematically drove the organization to be to become more customer-driven and more innovative, and to build a strong and robust culture of mutual trust and respect.

Collectively, this work produced what one senior executive described as “the most important changes we have made in the last 35 years.”  The senior executive who guided the transformation effort was subsequently promoted to lead a $6B 18,000-person organization.  Several other senior and mid-level managers who took a leadership position in the transformation were also rapidly promoted.

Welcome Our New Employees!

Introducing Jefte Lozano as the Adizes Institute’s Executive Business Development Manager for Adizes USA.

Please join us in welcoming him! jefte

As the business development manager, Jefte is responsible for both client acquisition and brand development for the USA market. Jefte works closely with Pavel Golenchenko, Managing Director for Adizes USA, to develop new strategies for growth.

Jefte studied at the University of Central Oklahoma with a focus on sales, marketing forensic accounting, and forensic science. Jefte has also attended many top sales and leadership trainings, such as those hosted by Marshall Goldsmith, Brad Sugars, Miller Heiman, ActionCoach, Tony Robbins, and John Maxwell. He believes continuous education is essential for personal growth.

Prior to joining the Adizes Institute , Jefte worked with companies such as DuPont, Microsoft, and ActionCoach, offering Business development and marketing expertise. 

Introducing Holly Brandon, the Adizes Institute Headquarters’ new Office Manager.

Please join us in welcoming her!

hollyHolly monitors and ensures that all procedures and operations are efficient and effective on a day-to-day basis. She also maintains the appearance and functionality of the Adizes office in Santa Barbara.

She is involved on an international level with the other Adizes locations, helping to facilitate the fulfillment of their office personnel’s needs. Her enthusiasm for her role has grown with learning the Adizes Methodology and applying its principles daily.

Holly Brandon has a great love of continuous learning and strongly feels that knowledge is power. Prior to working at the Adizes Institute, she studied at Santa Barbara City College, earning an Associates in Liberal Arts: Emphasis in Biomedical Science, an Associates in Liberal Arts & Sciences: Arts & Humanities Emphasis, an Associates in Liberal Arts & Sciences: Science & Mathematics Emphasis, and an Associates in Liberal Arts & Sciences: Social & Behavioral Sciences Emphasis.

Introducing Gabriela Castellanos, Marketing and Administration Coordinator for the Adizes Monterrey Office

Please join us in welcoming her! gabriela

Gabriela joined the Adizes family on September 19, 2016.

Prior to joining Adizes she worked for publicity and marketing agencies in Monterrey, Mexico for three years as a key account executive, and as a product and strategic relations manager.

Gabriela earned a degree in marketing at Tec de Monterrey (ITESM), and completed her masters degree while living in Seville, Spain. She worked afterward at the San Francisco de Paula Institute as part of the Social Sciences department. She now brings a wealth of experience to Adizes Monterrey.