“The entire community of Organization Development academics and practitioners in Israel stood on the shoulders of Itamar, small as he was in stature”. That is what I wanted to say as he was laid to rest today in Segula Cemetery.

I also wanted to thank him for all that he contributed to me, personally, before he was laid to rest. But I did that in my heart. As is not my habit- I kept quiet at Segula. The stage to talk was for Gaby, Dafna and Orit, his children.

We were professional and business partners for over 30 years. That is a very long time, considering that we agreed on very little, except of course how to practice OD.

As an ex- Argentinian, being on time was not critical for him; as an ex-Canadian it was (and is) very important for me. Itamar gave top-down complex (and brilliant) explanations cum interpretations. My style was/is far more down to earth and eclectic. Itamar was a brilliant academic, teacher and practitioner; I am a practitioner with no academic pretentions.

When I come to think of it, we also had a lot in common, which perhaps explains the 3 decades of partnership. We were both perfectionists when it comes to OD. We both backed our people when they erred. There was zero competition between us, and no backstabbing. Arguments, yes. Backstabbing, no. Itamar and I, luckily, shared a sense of humour and of the hundreds (and hundreds) of hours we worked together, at least 30% were spent laughing. We both worked very very hard, day and night, to do things “comme il faut”.

Yet-I haven’t yet made the main point. Itamar came to Israel without “connections” and initially without a full control of the language. (Itamar claimed that he spoke all languages in Spanish). Yet within just a few years, he had had an incredible impact on the practice of OD in the military, in civil society, and in academia. His impact on commanders, colleagues, students and clients was so phenomenal that I can do them no justice. He towered over the profession for decades.

Thank you, Itamar, from the very bottom of heart, for everything you gave to our country, the army, the profession and especially to me. I will be forever grateful. And the disagreements? Who can manage a 30 year partnership without disagreements, for heaven sake.

PS

Two Allon-Itamar stories

#1

Itamar-For this insurance policy, I need your date of birth.

Allon-1949

Itamar-Are you sure?

Allon-Are you trying to convince me I was born in another year?

#2

Allon- Itamar, I don’t understand what you have told me, and you have said it three times. Will you stop repeating yourself?

Itamar-I myself am just starting to understand.

What a character has departed from our midst!

Dear Howard was as smart as they come, had a great sense of humour, tough as nails yet humane with a huge soft spot, brilliant strategist, driven by detail, and excelling in managing very talented, extremely diverse and very opinionated people. And of course, he was a brilliant and very successful businessman.

Howard earned the name Chief to be sure.

The “tribe” of which he was “Chief” was diverse as diverse as diverse can be. Every language under the sun was spoken in his organization.  As a matter of fact, the UN was homogenous as compared to the Chief’s tribe. Howard was a master of getting the most of very smart people from all over the globe all focused on being successful.

Yes he was not perfect. Who is? Yet even when he was annoying, he was almost always correct. When we first met, I thought that his brilliance was his saving grace. But it wasn’t. He was a fine human being.

Our relationship developed slowly. In the first meeting, Howard told me that ‘all the people who work for me think that they can do my job better than I can. And be aware, Shevat, they probably believe that they can do your fucking job better than you. So good luck  to you, and bring me some results.”

We met regularly for updates; twice a month for several years, I would arrive from Israel on Mondays or Wednesdays at 5.30 AM, and prepare myself for our 09.00 AM meeting which rarely started on time. If I remember, it never started on time. Howard generally regarded time as an unlimited resource.

I came very well prepared, and I could feel that he appreciated my work. Yet he was tough and very demanding. Yet as time went on, Howard gave me more and more work; that was his way of showing appreciation.

Until the fire alarm. We were in a building in Boston and a fire alarm sounded. Everyone ran out. Howard was not feeling well and his breathing was labourious. I stayed with him and we descended together slowly ten minutes after the alarm sounded. Just as we went outside, everyone who had previously descended  was already filing back into the building. “Christ Allon, you could have fucking died because of me”.  (Yes, Howard did remind me of my Dad in the way he spoke). That was the first time our relationship ventured beyond consultant-client.

The second change came in our relationship came during supper in Boston. I mentioned that my wife had died of melanoma, and he mentioned that he had battled melanoma as a young boy, “and it sure scared the shit out of my parents. Even my doctor is surprised every time he sees that I’m still alive. Now let’s get down to business.” We got back to business, but from then on, we had bonded differently.

As time went on and the issues we were working on improved, he backed my worked even during budget cuts and provided an enormous umbrella against corporate cuts.

And we remained friends, discussing things that all friends discuss. He was a wise friend, often commenting on both of my blogs, both praising and criticizing. His comments were pure gold. He did not use classy language so his ideas were crystal clear and to the point. Always.

Howard honed my skills as a consultant, and by dint of our hard work, I had a satisfied client and later, a very very very smart friend.

Farewell, Chief. I will miss you. Very much.

שיהיה זכרו ברוך.

It is common for organizations to commission consulting work to “improve customer service”.

Far too often, the expectation is that the consulting work will lessen the turnover of customer service agents, improve the average customer satisfaction rating on some digital survey or provide a positive “customer experience”, whatever the fuck that means.

Consultants would be best to manage clients’ expectations about what needs to be done to improve customer service.

Generally, the answer lies in improving the product to lessen the number of calls to customer service, empowering customer service to compensate clients who have been wronged, more computing power, and of course more dedicated resources from Product Development (Engineering) to address/repair features that are unstable/half cooked.

In other words, consulting Customer Service is all about empowerment vis a vis their very  own organizations, and far less about creating a “wow” experience with the client.

Now this clearly is common sense but common sense is not so common. And, since so much of customer service is “lip service” in an ever cruel digital world, consulting work commissioned for customer service units is often “perfuming the pig“+-as opposed to a genuine effort to make service better.

+Thanks Sherry for introducing  me that term