7 Core Organisational Development Capabilities

By | January 17, 2012

How effective is your organisational capability? Below we list the current top 7 taken from our recent work with clients. Organisations and people that can add-value in these areas seem to make a real difference.

  1. Can you change the behaviour of your people?
    It starts and finishes here. A behavioural change will lead to different activities which will deliver better results.
  2. Engaging people through giving them meaning and direction in their work
    Employers can no longer guarantee job security. What they can guarantee is a place where people feel valued and their contribution can be shown to make a real difference.
  3. Placing leadership at the centre of your management approach
    Too many organisations are still over-managed and under-led. These turbulent business times require people at all levels of be able to motivate their teams and deliver effective change. Good management practice is still critical but it needs to become a servant to strategic leadership.
  4. Improving the design and effectiveness of your people related processes
    Today people are more demanding, more expensive and more complicated to employ and manage than ever before. Legal compliance is only part of it. All people processes (appraisals, induction, succession, performance management etc.) need to be audited for the value add they should bring. If they don’t make a difference, reinvent or scrap them.
  5. Increasing and building new performance capabilities
    The recession looks like being L shaped. OD needs to be help people transcend tough trading conditions and believe they can grow the business and their own performance. This isn’t a time for explaining (again) why the market is difficult, but for doing something about it.
  6. Energising and changing your culture
    Culture is expressed values. Its though values you can a change the culture. Indentify the behavioural indicators that make the values explicit and you will move the culture. Connect to point one.
  7. Creating high ownership and accountability throughout the organisation
    Our litmus test for whether teams are fully engaged depends on if they have management imposed activity targets. If somebody is only doing something because they are being told to (and wouldn’t do it otherwise), you find a low ownership culture. High performers own their activity, they set their own quality and quantity targets to achieve the outcome they require.

How did you score?

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