THE HEALTHY ORGANIZATION This book will outline the path to realizing the vision of a healthy organization. This vision can be summarized as follows: It is an organization with the optimal number of levels of leadership, which demonstrably adds value to the work of others. This includes designing and implementing the mission and strategy. The puzzle of how to provide space and challenges for individuals to achieve, continue to learn, grow and enjoy their work, and be appropriately rewarded for their performance, will be solved. It will become clear how to ensure the right number of jobs as the basis for a cost-effective organization. It will be demonstrated that identifying talent is easier, as is planning relevant development opportunities to meet the needs and objectives of both the individual and the organisation. In short, the DMA model will transform claims about 'flatter structures, faster communication', faster decision making, better innovation, being closer to the customer with a highly motivated workforce' from the realm of fantasy and banality to that of reality. Field tests conclusively established that DMA directly enhanced all but one of eight business success factors. Customer care is Tesco's core ethos. The DMA model has demonstrated how to build a healthy, customer-friendly organization. Their logo (see Figure 2.1), established by the board, was 44 The healthy organization. Designed to reinforce this aspect of Tesco values ​​in both Tesco and Unilever, numerous examples have been provided (see Figures 2.2 and 2.3), showing the possibilities for improved cost effectiveness. The scope for better innovation and more effective implementation of projects has been established, and will be covered further... halfway through the document... time needed to be able to meet the challenges at least in the early part of this century . For this reason it is now clear that the level of time spent in responsibility is the powerful new concept for developing leadership and planning an individual's work patterns throughout their life. As already illustrated, the DMA is well attuned to the developing needs of e-business. Furthermore, without the DMA these processes will become more haphazard and haphazard as existing approaches are built around the central principle of “having a job”, which is rapidly becoming obsolete as a reliable basis for individual development and work life planning. It will also require a radical rethink of reward practices and related human resource management concerns. In short, DMA provides arguably the most powerful foundation for building a healthy organization in the 21st century: a revolutionary approach to people and management.