"Internal conflict is disruptive and destructive whether in a family, a corporation or a country," says Mr. Ichak Adizes, a renowned organizational expert. "For success you need internal peace. And ...for that you need mutual trust and respect." Mr. Adizes, 66, is chief executive officer of the Adizes Institute, founded in 1975, and academic dean of the online Adizes Graduate School of Organizational Transformation which he launched in 1995. He and eight staff run administrative headquarters in Montecito. For around 30 years Mr. Adizes has been studying organizational change and helping more than 1,000 clients worldwide, among them Santa Barbara-based Commission Junction, to manage that process without chaos or destructive conflict. Mr. Adizes was born in Yugoslavia though his family moved to Israel when he was 11. He graduated with a bachelor's degree from Jerusalem's Hebrew University and later completed his Ph.D. and MBA at Columbia University. He is married with six children and moved to Santa Barbara in 1991.
BankAmerica Corp. is on the verge of a major reorganization, the San Francisco Business Journal has learned. The exact nature of the change isn't clear yet. But, according to informed sources within ...the company, the reorganization culminates an intense, two-year management reexamination that has been guided by a highly regarded -- though somewhat unorthodox -- management consultant in Los Angeles. Asked about the impending reorganization, a BankAmerica spokesperson says, "I have no comment on that." But sources throughout BAC and its major subsidiary, Bank of America, say that the major corporate structural reorganization involves senior management changes that will be announced in stages, beginning in about a month. (excerpt)
A self-described "semi-crazy Yugoslav-Israeli," who says his job is to act as "an organizational therapist," has emerged as a key figure behind Bank of America's recent recognization. Ichak Adizes, ...47, has been working for almost two years with BofA on its restructuring -- a process that has involved hundreds of the bank's officers and at least five other consultants from Adizes' firm, the Adizes Institute in Los Angeles. According to both the bank and Adizes, the relationship between the highly conservative institution and the unorthodox and often flamboyant Adizes was often tense. Nevertheless, bank officers admit, if sometimes grudgingly, that the consultant's methodology was instrumental in the reshaping of the nation's second largest bank. (excerpt)
Getting to prime Posner, Bruce G; Burlingham, Bo
Inc. (Boston, Mass.),
01/1991, Letnik:
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Magazine Article
In an interview, Ichak Adizes, founder of Adizes Institute Inc., discussed the concept of "getting to prime." Adizes' basic contention is that organizations have life cycles just as living organisms ...do. They go through normal struggles and difficulties at each stage of the life cycle and face predictable problems moving from one stage the next. Unlike living organisms, however, business organizations do not have to grow old and die. Instead, it is possible for them to arrive at and stay in their prime forever. A company's place in the life cycle depends on its flexibility and control. When a company is young, it is very flexible, but its behavior is erratic. As the company ages, flexibility goes down and self-control goes up. Prime is the point at which the 2 lines cross. Using Adizes' methodology, a company can reach prime in a year, sometimes less. Adizes' methodology works by harnessing the political energy of a company to make its own changes. It gives people the tools.
