1.
Transforming
Organizational
Development
A Case Study

2.
Who are we as Organizational Development
Professionals?
Who Are We?

3.
What are our
mandates?
Who Are We?

4.
Who are our
charges?
Who are we
responsible
for?
Who Are We?

5.
How do we gauge
success?
Who Are We?

6.
Typically, OD is
managed under the
direction of top-down
initiatives.
Focused on Money
Is this DEVELOPMENT
or FIREFIGHTING?
Approach

7.
We are pursuing
development utilizing
systems, methodologies
and means that we have
been using for years, yet
now we are expecting
miraculous transformation.
How are your fingers
feeling?
Method

8.
Are we truly performing organizational
development interventions that
transform organizations into entities that
grow, develop and pursue initiatives
and work endeavors in line with
corporate strategy?
Method

9.
We are doing the same
thing we have always
done, expecting different
results.
Otherwise known as…
INSANITY!
Method

10.
Large organizations (up to 16000 employees)
Leaders in their respective industries
Extremely demanding environment (time, quantity,
quality)
No appetite for training at the target delegate level
Tunnel-Vision focus on results
Lip-service requests for development needs
Characteristics
CASE STUDY

11.
IMPROVE…
Sustainable Change
Improved Effectiveness
Streamlining Efficiency
Dynamic and Engaging Atmosphere
Objectives

12.
High Potentials
Top Performers
Higher Level Managers
Middle Level Managers
Program Duration – 4 to 8 months
Evolution Period – 2 to 3 years
Parameters

13.
iIMPACT™ Development Program

14.
Buy-in and Support from Leadership
Inter-departmental Teams
Clear accountability through defined deliverables
Systematic approach
External Coaching – Internal support
Adopted metrics for determining success
Focus on numbers & measurement
Keys to Success

15.
Full Engagement – project ownership!
Passive Revenue up to 20,000,000/project new opportunity,
sop’s, quality, cost reduction, etc.
Continuous improvement focus in own area of influence
80% of projects implemented by senior management
Personal growth of managers – deep engagement
Clear talent / commitment identification
Fostering of a culture of grass root recognition
Results

16.
Senior Management Driving New Interventions
Corporate Wide Implementation
 Nationalization
 Graduate / Internship
 Supervisory
Continued Executive Coaching
Renewed Appetite for Quality Improvement
Impact

17.
Evolution
Transformed OD to One Focused on
Promoting/ Developing an Engaged
Grass-Roots Culture