Working under an Israeli manager may prove a challenge for the non-Israeli, although most people I have interviewed very much learnt to appreciate some of Israeli management quirks. Following are the top  things to expect, and a suggestion of what to do in italics.

1. They expect their decisions to be questioned, so feel free to express your opinion, even after the decision was made.
2. They work very hard and long hours, texting and emailing all the time. State your limits in no uncertain terms.
3. They are compassionate so if you have a personal issue, open up and ask for time off, help, whatever. In return, they expect loyalty, eg, not quitting before an important milestone.
4. They are not all that politically correct. Get used to it.
5. Praise sounds like ‘not bad’. Never expect gushing praise, because that is seen as unreal and too American.
6. Failure is an option so take risks. Don’t fear repercussion from failure. 
7. Planning is seen as ok up to a point, but it’s also seen as a ritualistic waste of time. So plan yes, but don’t exaggerate. 
8. They view process as nice to have, but human ingenuity as critical. Don’t hide behind a process you think is wrong.
9. Israeli managers care more about content then pyrotechnics. Get the facts across as concisely as possible and as accurately as possible.
10. Israelis are not patient people. Get to the point.

Billing issues are often discussed between colleagues who have become friends, or between professionals not operating in the same geography. In this post, I shall share some of my lessons learned from my many years on the road.

1) Never work for a success fee, unless the client promises to implement everything you recommend, which of course never happens.

2) Your initial price will never really creep up very much over the years, so remember that what seems ok at the beginning will not appear so after ten years.

3) Don’t negotiate with Supply Chain about your prices; if your internal client is not willing to do that messy work for you, the client does not have the power to own and drive an OD project.

4) Do not submit an overall budget of the project hours until you have a  good idea about scope. That means for the first few months, one should bill on an hourly basis.

5) If the client wants to know about your black box (how much profit you are making), in some cultures it is necessary to do so. I often say that “this is a very hard profession and I want to make it worth my effort”. 

6) Never set a different price for training or for different levels of management. Ever. It will bite you in the ass, with sharp teeth.

7) If pay day has come and gone, collect. Don’t let the days float by. Clients won’t appreciate a consultant who does not run their business properly.

8) In very hard times, don’t discount but work for free.  Working for free will be appreciated but discounts will become permanent.

9) When you negotiate with clients aboard, make sure that they pay money transfer fees, which can be extraordinarily expense. This can be worded as: “the client will agree that money transfer fees will be “ours”.

10) Make sure that up front it is clear that meetings which are rescheduled on the same day are billed at full price.

11) If you are working abroad, and you have already left your own country, all work cancelled or rescheduled is fully billed.

12) Always provide a work sheet which spells out who you met and for how long. Round your hours back to the last 15 minutes, so that 2 hours and 22 minutes is billed at 2 hours 15 minutes.

The interface between functions (marketing and sales; R&D and service; finance and HR) and the interface between people (Jack and Jill) is the domain to which Organization Development brings more added value than any other profession.

OD certainly has practitioners who want to change the world-but that desire to inspire change is just an illusion de grandeur, especially since OD practitioners shun the use of force and do not share values with most of the planet. Hell, it even hard for us to create a change in culture, and in this link I explain why.

Yet the interface between people and functions is our major domain expertise. In this short post, I want to spell out how initially to look at interfaces between functions and people. I start by asking

1. How is the interface\relationship impacted by differences in culture, competence and power allocation?
2. What are the goals of each side, and far more important, what are the shared goals of each side?
3. How will each partner be judged if the other succeeds\fails?
4. What impacts the mutual trust?
5. How does the organization gain by their NON cooperation?

After diagnosing the above, the next steps are:

1.  At what level to I need to intervene?
2.  What will success look like?
3.  How do I garner support before I start the work, by negotiating the consequence of success \ failure?
4.  Then, and only then, do I plan the intervention tactically.

For the OD practitioner who has work to do in geographies where the values upon which OD is based are not dominant, here are my top ten tips.

1) It may take more time to build trust. In a 90 minute initial interview, don’t expect to get reliable diagnostic input. And understand that this is an advantage, because when eventually people do open up, the level of cooperation will be higher.

2) Many things are left unsaid. And you must listen intensely to what is unsaid. If you ask a direct question and get a fuzzy answer, you know you are onto something. But do not probe. Listen to what is inferred.

3) If you prefer to be called by your first name, wait a while before you impose this on the people that you are speaking with. THEY need to be more comfortable than you.

4) You can use events that have not yet happened to get better answers than you can from analysing events that went wrong. Future events can help save face which has not yet been lost. Past events involve talking about lost face.

5) Don’t assume that just because someone you speak to has excellent English that this person knows what is going on. Quite the contrary; excellent English can indicate a returning resident who may not know that lay of the land.

6) If at all possible, don’t take notes in first discussion. Try to remember what you are told and jot down notes after the meeting.

7) Take into account that many of your values can be irrelevant or held as distasteful. If, for example, you are a 26 year old female interviewing a 67 year old man, there may so much background noise that all the data is tinted. Politically correct-no! Correct? Yes.

8) Show respect and understanding to people who are stonewalling you. Hint to them as follows, “I understand what you are saying, yet I would like to talk you again at another time, so that we feel more comfortable to develop a better understanding of the issues. I appreciate that this is not yet possible.” 

9) If local culture dictates that the best way to get information is to gossip, then gossip. And if you need to get drunk to get an answer, get drunk.

10) Take a stand and ask for a reaction. This may bypass an interviewees’ objections about being direct. For example, “It seems to me that Mike does not really understand the local culture. Am I wrong”? Then check one more time. “I think that Amy (a local) preferred working with Leonard (Mike’s predecessor). Am I correct?”

11) Political correctness is not a universal religion. Many languages have honorifics. Most cultures are hierarchical. Do not force feed your beliefs, language acrobatics or uniquely bizarre beliefs on others.

12) Move from formality to informality carefully. The other direction is impossible.

Dr. Alice Goffman introduced me to the word “riding”;  in her ethnography “On the Run: Fugitive Life in America “, I learnt that “riding” is  helping a fugitive evade the police/court when pursued. Riders and riding have many strategies, all spelt out in Goffman’s fascinating book.

Organizations have “riders” too. Borrowing Goffman’s term (actually borrowing the fugitives’ term), organizational riding is working to cover up  an organization’s lies.

When an organization lies, it needs a whole set of riders to keep it safe. Following is an example of how riders assist organizations to lie.

Chris (CEO) told  Johnny (Head of R&D) that he must release the new product fix within 2 months. Johnny knows that nothing “releasable” will be available for 8 months. Yet Chris issues an email to all key clients promising the new fix mentioning that  Dr Johnny is in full alignment with the realistic commitment.

No one, not one single person, believes that this commitment is doable. The product “fix” will be delivered 9 months late, and even then, the fix will be very partial. Yet the organization was never exposed, assisted by riders.

How did this happen? Take a look.

1-Amibiguous language was a key rider. “Pending unexpected difficulties; contingent on the purchase of new software; as things stand now”. All these terms kept the lie afloat.

2-HR muddies the water, blowing smoke up peoples’ ass. HR, the ultimate rider, puts plans in place to improve engagement, perhaps, in the future; a new work-life algorithm is put in place, which shows the ups and downs or hard work over a 15 year period. Ok, bust your ass now, but one day you will be saved.

3- Bullshit progress reviews are often delayed and cancelled, or bogged down in detail. The documentation of these riding-driven meetings is fuzzy at best and lacking in most cases.

4-There is creeping de-scoping of the eventual “fix”, de-scoping being a key rider allowing organizations to lie.

5-New, ambitious, fake riding- superheroes push top talent aside as they promise to deliver what old guard apparently cannot deliver.

6-New swear words appear: nay-saying (truth); risk-evasiveness (honesty); negativistic (integrity) .

Hi Allon,

I run a think-tank with 75 scientists. Most of the staff have PhD’s or MScs; about one third come from 8200 (Israeli crypto-spying unit).

Of course, as a manager, I allow our staff a great deal of freedom. We have 8  units with independent, almost unlimited  budgets. There are no timetables, and each unit  gets a very broad mandate to produce anything they want in such areas as “bridges and railway infrastructure protection”.

As a manager, I face one major problem. Everything is an argument. I get push back about our taxi-policy; our pension plans are ridiculed although they are very fair, the restaurants we order from are decimated by our staff on social media. No caterer wants to work with us anymore!

All of our rules and procedures are very flexible and when I get push back, I go to great lengths to explain the rationale after the unit managers throw up their hands in despair.  Last year, we  trained all unit managers in “managing creative people” but it was a colossal failure.

Things are out of hand;  no one wants to be a unit manager anymore. Three unit managers have resigned; I fear  a meltdown of all authority. All the shit floats up to my desk.

Can we meet and discuss this?

Prof Noa D.

My work with Professor Noa lasted 3 meetings.

In our first meeting, I recommended that Noa implement one rule which was arbitrary in nature, and provide no explanation yet very severe consequence for non-compliance.

The rule was expenses had be given in by 900 AM by the 27th of each month; if not, staff  would be reimbursed 80 days later, not immediately upon the next paycheck. Since the law calls for reimbursement within three months, this rule was kosher, albeit “out of the blue” and not all logical;  the IT system was equipped to reimburse expenses at anytime in real time. 

Prof Noa was instructed not to be provide any explanation whatsoever, except “that’s the way it is.”

In our second meeting, Noa reported that the rule was extremely unpopular but was strictly implemented. Two scientists had suggested that Noa see a shrink, and she had ignored their comments, and told them “do as you are told”.

In our final meeting six months later, Prof Noa told me that compliance with all regulations was far better than it ever was in the past. “And Allon, you were right; authority needs to be seen as somewhat arbitrary, otherwise one doesn’t stand a chance”.

Noa then invited me out to long lunch in the Yemenite Quarter of Tel Aviv. 

Israeli companies (often start ups) are often acquired by European, American and Chinese companies which are in need of innovation. The acquired Israeli companies often already have a value-add product for the purchaser, or even a suite of products, and the expectation is that the acquisition will result in an endless stream of innovation.

Indeed, this is the very essence of the Israeli high-tech scene. Israeli companies often lack the ability to scale properly after innovation due to poor discipline as well as distance from the market place , and the acquiring company has proximity both to market, an install base as well as resources to make it happen.

The success rate of integrating innovative companies is impressive but there are failures, huge failures, and I want to point out the most frequent reason for these failures.

1-Too much “process” is thrown at the Israelis: development, methodologies, business process, new IT systems, all of which divert the focus of the acquired company from continuing to innovate.

2-Senior  management on the acquiring side puts the Israeli site at the mercy of HQ -based middle managers and staff members who have no skills in managing innovation, and micromanage the Israelis to death.

3-Upon acquisition, top talent and key developers leave, fearing becoming part of a “big company”

4-Frequent clashes occur as the Israeli site strives to gain favour directly  with very top decision makers to ensure that the Israeli site maintains strategic positioning in the company roadmap. This often is very effective, but puts the Israeli site in conflict with everyone except the acquiring CEO.

5-The acquiring company wants the innovation, but lacks the stomach to deal with the results of “fast and dirty”, so characteristic of Israeli high tech, where speed is strategy.

6-Israeli developers tend to tell customers what they need, as opposed to giving customers what they want; this causes huge clashes with the acquiring company’s sales force, who want innovation, but don’t like how innovators interact with their customers.

7 The sales force of the acquiring company is reticent to sell innovative products to their clients, so they choke the products of the acquired company to death, in a slow squeeze, to the dismay of the acquiring CEO and the Israeli site. This is often a mean and brutal power play.

The media is full of stories as to why the European Union has failed to vaccinate its population against Covid 19. I am adding on one more.

My unique vantage point on the EU vaccine crisis stems from looking thru the lenses of an OD practitioner with (I hope) relevant experience in global organizations. As usual, I’ll keep it short and answer comments and queries that readers leave in the relevant section below.

Mergers take an awful long time to heal and as such, the European Union is still naturally experiencing severe post-merger integration issues. Post-merger organizations make decisions slowly because the centres of power are not developed enough to make coherent decisions. As a result, post-merger organizations suffer from decisional constipation, with key issues stuck in the system because no one is quite strong enough to push decisions thru even after these decisions have been made.

Post merger organizations are larger, but they cannot yet leverage their size. Their size becomes a major liability because it slows them down until they figure out how it all works, which can and does take  generations.

Procurement and deployment, when left in the hands of bureaucrats, becomes self-serving, because there is no one powerful client who has to be pleased and/or no dictator holding a gun to your head. Thus, negotiations go on for ever because the sense of urgency is lacking. Nothing, absolutely nothing, is more dangerous to a project than a self-serving bureaucracy immune to immense pressure from a powerful stakeholder.

Values prevalent in the major EU countries are liberal, with lots of slogans like about “no one is safe until we are all safe”. When these values impact a rigid bureaucracy and an organization with weak ultimate stakeholder pressure, another crushing blow is dealt to an effect coping strategy. So what’s wrong with these values, one may ask? To be honest, lots is wrong. Demand creates supply; central planning creates shortages. The Soviet Union taught that lesson very well. The strong help the weak because they are strong. You put on your child’s emergency mask on an airplane only after put on your own, otherwise you both die. Strong healthy nations can export vaccines only when they themselves no longer feel threatened. That’s common sense, except that neither common sense nor value consistency is common during post-merger integration.

When Mr. Yu asks his supplier, Mr. McGraw from whom he buys from millions of dollars, to hire his good-for-nothing-son, McGraw thinks Yu is corrupt. Yu thinks McGraw is thankless.

But Yu is right; favours do work, when they are mutually agreed to. As a matter of fact, favours work much faster than do negotiated contracts. If I were Italian, or Spanish, or Greek, I would prefer my procurer had pockets full of money to better leverage pressure (bribe) a vaccine supplier, rather than a book of procurement rules written by some clerk who wants to follow process and be “fair”, and immune from stakeholder pressure. 

Is this crisis a defining moment which will speed up the post merger integration of the EU? Well that’s another post, and it’s a crap shot at this point. Too early to call. It depends how many bodies will pile up and how ruinous the economy becomes within the nation states composing the EU.