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    Emerging Trends in OD

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    Amar Kushwaha
    This document discusses emerging trends in organizational development based on a presentation given on July 29, 1999. It identifies five key trends: 1) Expanding the use of OD interventions due to increased acceptance and need for change. 2) Combining hard business competencies with OD work. 3) Creating whole-system change through organizational design and culture change. 4) Using OD to facilitate partnerships and alliances. 5) Enhancing continual learning and knowledge management. The presentation analyzes how macro forces like technology, diversity, and globalization are driving these trends and their implications for OD practitioners and organizations.

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    Emerging Trends in OD

    Uploaded by

    Amar Kushwaha
    1K views39 pages
    This document discusses emerging trends in organizational development based on a presentation given on July 29, 1999. It identifies five key trends: 1) Expanding the use of OD interventions due to increased acceptance and need for change. 2) Combining hard business competencies with OD work. 3) Creating whole-system change through organizational design and culture change. 4) Using OD to facilitate partnerships and alliances. 5) Enhancing continual learning and knowledge management. The presentation analyzes how macro forces like technology, diversity, and globalization are driving these trends and their implications for OD practitioners and organizations.

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    This document discusses emerging trends in organizational development based on a presentation given on July 29, 1999. It identifies five key trends: 1) Expanding the use of OD interventions due to increased acceptance and need for change. 2) Combining hard business competencies with OD work. 3) Creating whole-system change through organizational design and culture change. 4) Using OD to facilitate partnerships and alliances. 5) Enhancing continual learning and knowledge management. The presentation analyzes how macro forces like technology, diversity, and globalization are driving these trends and their implications for OD practitioners and organizations.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    1K views39 pages

    Emerging Trends in OD

    Uploaded by

    Amar Kushwaha
    This document discusses emerging trends in organizational development based on a presentation given on July 29, 1999. It identifies five key trends: 1) Expanding the use of OD interventions due to increased acceptance and need for change. 2) Combining hard business competencies with OD work. 3) Creating whole-system change through organizational design and culture change. 4) Using OD to facilitate partnerships and alliances. 5) Enhancing continual learning and knowledge management. The presentation analyzes how macro forces like technology, diversity, and globalization are driving these trends and their implications for OD practitioners and organizations.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 39

    EMERGING TRENDS in ORGANIZATIONAL DEVELOPMENT

    By Jonathan Mozenter 7/29/99 A Massachusetts Bay OD Learning Group Event

    AGENDA
    Introductions What is an Emerging Trend? Background Macro Forces Emerging Trends In OD Q+A How Will the Emerging Trends Affect Your Work Life?

    BACKGROUND

    MACRO FORCES

    DISCUSSION OF THE MACRO FORCES


    Changes in Technology Constant Change Partnerships and Alliances Changes in the Structure of Work Increasing Diversity in the Work Force Shifting Age Demographics
    5

    CHANGES IN TECHNOLOGY

    Largest Effecting Macro Force Possible Cause Other Macro Forces Ramifications
    Speed of Change New Strategies New Distribution Channels New Relationships Increased Competition

    CONSTANT CHANGE
    2nd Biggest Impact A Derivative of Other Macro Forces
    Ramifications
    Dealing w/ Uncertainty Need More Flexible Process Employee Burn Out
    7

    PARTNERSHIPS & ALLIANCES


    3rd Biggest Impact Companies Cant Do It By Themselves Anymore Key is to Actively Manage the Relationships Challenges in Making P&A Work
    Dealing with Ambiguity Culture Differences Boundary Issues

    CHANGES IN WORK STRUCTURE


    By Product of Other Macro Forces Types of Changes
    Information Technology Driven (ERP) More Global Virtual Organizations Focus on Core/Outsourcing Project Work and Cross Functional Teams Customer Focus
    9

    DIVERSITY
    Effects will Grow by 15% over Next 3 Years (Highest of all Forces) Possibly be Driven by Increased Globalization Today Many People Still View Diversity as an Affirmative Action Issue Not a Strategic One
    10

    CHANGES IN DEMOGRAPHICS
    Caused by
    Declining Birth Rates Baby Boomers Aging Value Conflicts Between Generations Rise of Ethnic Minorities into Leadership

    Examples
    Finance Industry Healthcare Industry Grocery Industry

    11

    OTHER MACRO FORCES


    Mergers and Acquisitions
    Defensive Move to Take Advantage of Economies of Scale Will Continue to Happen Often Fail: Culture Problems and/or Poor Integration Program

    Globalization
    Enabled by Technology Free Trade Laws Growing Interdependencies

    12

    ORGANIZATIONAL CHALLENGES RESULTING FROM MACRO FORCES


    Dealing with Inc. Competition and Customization Need to be Flexible and Cope with Uncertainty Create an Environment of Constant Learning Adapting to New Technology and Globalization Developing New Management Competencies 13

    EMERGING TRENDS IN ORGANIZATIONAL DEVELOPMENT

    14

    OD INTERVENTIONS MOST FREQUENTLY USED TODAY


    Mission and Vision Statement Analysis Strategic Planning Reward and Recognition Change Management Leadership Team Building Facilitation
    15

    More Accepted Because it is Needed to Enhance Productivity & Profitability Companies Need to Change to Survive Employee Performance is a Key Competitive Advantage More Research: 55% of HBR Articles are OD Related Over Last Year
    16

    TREND#1: EXPANDING THE USE OF OD

    IDC Forecasts Change Management Consulting Fastest Growing at 18.6% Research Indicates High Use of OD Interventions Lead to High Returns More Exposure to OD Quantitative Data

    TREND#1: EXPANDING THE USE OF OD

    17

    OD in Education

    TREND#1: EXPANDING THE USE OF OD

    OD in Management Consulting OD in Human Resources

    18

    TREND #2: COMBINGING HARD BUSINESS COMPETENCIES AND OD


    Managers Need OD Skills to Successfully Do Their Jobs OD Practitioners Need:
    Measure Results Using Bottom Line Metrics Align Interventions with Strategy

    19

    TREND #2: COMBINGING HARD BUSINESS COMPETENCIES AND OD


    Line Managers Need:
    Lead with Mission, Vision, and Values Create and Maintain the Appropriate Culture Manage Change Create and Maintain Continuos Learning Build Employee Self-Esteem Empower Employees

    20

    TREND #2: COMBINGING HARD BUSINESS COMPETENCIES AND OD


    MBA Programs Teach OD Competencies in Core Classes OD in Project Management OD in Management Consulting
    21

    TREND #2: COMBINGING HARD BUSINESS COMPETENCIES AND OD


    OD is Perceived as Too Soft and has a Bad Reputation
    Historically has Not Always Been Aligned with Business Goals and Metrics

    OD Practitioner Needs to Enhance Business Knowledge


    Understand Strategic Needs of Client Better Sell Services Better by Speaking Clients Language

    22

    TREND #2: COMBINGING HARD BUSINESS COMPETENCIES AND OD


    Research on Ideal OD Grad Programs Need Knowledge of the Following Business Areas
    Finance Business Management Operations Program Evaluation Information Systems

    23

    TREND #2: COMBINGING HARD BUSINESS COMPETENCIES AND OD


    Measurement Needed to Advance the Field of OD Measurement Improves Quality of Interventions Research Indicates: Org. Who Strategically Use People Metrics have Higher Rates of Return Using Balance Scorecard and ROI

    24

    Move from Isolated Interventions to Whole System Interventions Aligning Strategy with Org. Design, Culture, and Compensation More Effective, Longer Lasting, and More Expensive

    TREND#3: CREATING WHOLE SYSTEM CHANGE - ORGANIZATIONAL DESIGN AND CULTURE CHANGE

    25

    TREND#3: CREATING WHOLE SYSTEM CHANGE ORGANIZATIONAL DESIGN AND CULTURE CHANGE
    Maximizing Flexibility
    Focus on Core Competencies (Shamrock Org) Work In Teams Constantly Develop Core Staff

    Retention
    Proper Reputation Screen for Emotional Intelligence
    26

    TREND#3: CREATING WHOLE SYSTEM CHANGE ORGANIZATIONAL DESIGN AND CULTURE CHANGE
    Globalization
    Be Big and Act Small at Same Time (ABB) Business Units have 2 Managers and Freedom Develop Global Mangers

    Empowerment
    Producers, Integrators, and Shapers AES, Flat, Units Run by a Team of
    27

    TREND#3: CREATING WHOLE SYSTEM CHANGE ORGANIZATIONAL DESIGN AND CULTURE CHANGE
    Implementation
    Restructure Entire Vertical Organization Coordinating Mechanisms Explicitly Map Out Decision Making Process

    Mergers Acquisitions
    New Culture and Org Design before M&A Transformation Process and
    28

    TREND#4: USING OD TO FACILITATE PARTNERSHIPS AND ALLIANCES


    Success Factors: Relationships, Culture, Communication, and Design Nicholson McBride Alliance Advantage
    29

    TREND#4: USING OD TO FACILITATE PARTNERSHIPS AND ALLIANCES Helping Companies Prepare


    Appreciative Inquiry Culture Assessment Organizational Assessment Vision Development Deal with Ambiguity

    30

    TREND#4: USING OD TO FACILITATE PARTNERSHIPS AND ALLIANCES Help Mange Relationship by Facilitating
    Environment of Trust and Openness Type of Alliance Scope of Project Success Factors How will it be Measured

    Process Initial Design

    31

    TREND#4: USING OD TO FACILITATE PARTNERSHIPS AND ALLIANCES Define Communication Patters at All
    Levels
    Alliance Governance and Alliance Interfaces Conflict Management & Quick Decision Making

    Coach Executives
    Constantly Reevaluate Renegotiate
    32

    TREND#5: ENHANCING CONTINUAL LEARNING


    Necessary to Stay Competitive Creates Awareness of Evolving Customer Needs and Market Dynamics Fastest Growing Interventions
    Knowledge Management Learning Organizations System Thinking Improving Employees Ability to Learn
    33

    TREND#5: ENHANCING CONTINUAL LEARNING


    Knowledge Management
    Many Different Types Use OD in Implementation

    Learning Organizations
    Fifth Discipline Vs. Learning Mission

    Executive/Leadership Development
    360 Feedback, Coaching, Mentors, Job Rotations Corporate University with Real Time

    34

    TREND#5: ENHANCING CONTINUAL LEARNING


    Community of Practices
    Match Purpose with Type Knowledge Communities Social Networking Analysis

    Improving Employees Ability to Learn


    Defensive Routines Emotional Intelligence
    Personal and Social Competence
    35

    TREND#5: ENHANCING CONTINUAL LEARNING


    Diversity
    Culture that Appreciates Difference Dialogue and Conflict Management Skills

    Group Reflection
    Promote Individual and Group Reflection both During and After Projects

    Scenario Planning
    36

    Q&A
    37

    APPLYING EMERGING OD TRENDS TO YOUR ORGANIZATION


    Break Into Small Groups of 3 Answer Following Questions
    How Do You Seeing The Trends Play Out in Your Organization and/or Your Clients? What is Inhibiting Them? How Can You Deal with this Resistance
    38

    FEEDBACK ON PRESENTATION

    39

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