EMERGING TRENDS in ORGANIZATIONAL DEVELOPMENT By Jonathan Mozenter 7/29/99 A Massachusetts Bay OD...
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Transcript of EMERGING TRENDS in ORGANIZATIONAL DEVELOPMENT By Jonathan Mozenter 7/29/99 A Massachusetts Bay OD...
EMERGING TRENDS in ORGANIZATIONAL
DEVELOPMENT
EMERGING TRENDS in ORGANIZATIONAL
DEVELOPMENTBy
Jonathan Mozenter7/29/99
A Massachusetts Bay OD Learning Group Event
2
AGENDAAGENDA
• Introductions• What is an Emerging Trend?• Background• Macro Forces• Emerging Trends In OD• Q+A• How Will the Emerging Trends Affect
Your Work Life?
3
CHECKING INCHECKING IN
Introductions• Please State in 15 Seconds
– Name– Organization– What You Hope to Take Away from
Tonight’s Presentation
4
WHAT DO I MEAN BY AN EMERGING TREND?
WHAT DO I MEAN BY AN EMERGING TREND?
• 5 Minutes to Think About What You Think are the Emerging Trends and Why
• 10 minutes to Break into Groups of 3 People Discuss Your Thoughts
BACKGROUNDBACKGROUND
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HYPOTHESISHYPOTHESIS
• Systemic Approach– OD Trends are Driven by Organization
Challenges which are Driven by Macro Forces
• Expected Results– Constant Change– Learning and Flexibility – OD trends: Learning Organizations,
Knowledge Management, Change Management, and Org. Design
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METHODOLOGYMETHODOLOGY
• Library and Internet Research• Qualitative and Quantitative Research
• 4 Groups of People Interviewed– External OD Consultants– Internal OD Consultants– Line Managers– Other Business Minds
MACRO FORCESMACRO FORCES
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DISCUSSION OF THE 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
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CHANGES IN TECHNOLOGYCHANGES IN TECHNOLOGY
Largest Effecting Macro Force• Possible Cause Other Macro Forces
• Ramifications– Speed of Change– New Strategies– New Distribution Channels– New Relationships– Increased Competition
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CONSTANT CHANGECONSTANT CHANGE
• 2nd Biggest Impact• A Derivative of Other Macro Forces
• Ramifications– Dealing w/ Uncertainty– Need More Flexible Process– Employee Burn Out
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PARTNERSHIPS & ALLIANCES
PARTNERSHIPS & ALLIANCES
• 3rd Biggest Impact• “Companies Can’t 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– Finding “Right” Partner
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CHANGES IN WORK STRUCTURE
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
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DIVERSITYDIVERSITY
• 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
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CHANGES IN DEMOGRAPHICS
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
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OTHER MACRO FORCESOTHER 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
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ORGANIZATIONAL CHALLENGES RESULTING
FROM MACRO FORCES
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
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EMERGING TRENDS IN ORGANIZATIONAL
DEVELOPMENT
EMERGING TRENDS IN ORGANIZATIONAL
DEVELOPMENT
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OD INTERVENTIONS MOST FREQUENTLY USED TODAYOD INTERVENTIONS MOST FREQUENTLY USED TODAY• Mission and Vision Statement Analysis• Strategic Planning• Reward and Recognition• Change Management• Leadership• Team Building • Facilitation
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TREND#1: EXPANDING THE USE OF
OD
TREND#1: EXPANDING THE USE OF
OD• 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
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TREND#1: EXPANDING THE USE OF
OD
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
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TREND#1: EXPANDING THE USE OF
OD
TREND#1: EXPANDING THE USE OF
OD• OD in Education
• OD in Management Consulting
• OD in Human Resources
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TREND #2: COMBINGING “HARD” BUSINESS
COMPETENCIES AND OD
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
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TREND #2: COMBINGING “HARD” BUSINESS
COMPETENCIES AND OD
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
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TREND #2: COMBINGING “HARD” BUSINESS
COMPETENCIES AND OD
TREND #2: COMBINGING “HARD” BUSINESS
COMPETENCIES AND OD• MBA Programs Teach OD
Competencies in Core Classes
• OD in Project Management
• OD in Management Consulting
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TREND #2: COMBINGING “HARD” BUSINESS
COMPETENCIES AND OD
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 Client’s
Language– Measure OD Interventions in Bottom Line Metrics
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TREND #2: COMBINGING “HARD” BUSINESS
COMPETENCIES AND OD
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
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TREND #2: COMBINGING “HARD” BUSINESS
COMPETENCIES AND OD
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
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TREND#3: CREATING WHOLE SYSTEM CHANGE
- ORGANIZATIONAL DESIGN AND CULTURE
CHANGE
TREND#3: CREATING WHOLE SYSTEM CHANGE
- ORGANIZATIONAL DESIGN AND CULTURE
CHANGE• Move from Isolated Interventions
to Whole System Interventions• Aligning Strategy with Org. Design,
Culture, and Compensation• More Effective, Longer Lasting, and
More Expensive
30
TREND#3: CREATING WHOLE SYSTEM CHANGE - ORGANIZATIONAL DESIGN
AND CULTURE CHANGE
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– Actively Manage Culture
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TREND#3: CREATING WHOLE SYSTEM CHANGE - ORGANIZATIONAL DESIGN
AND CULTURE CHANGE
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 Generalists– 50% Performance and 50% Modeling Values
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TREND#3: CREATING WHOLE SYSTEM CHANGE - ORGANIZATIONAL DESIGN
AND CULTURE CHANGE
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 Communication
Programs
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TREND#4: USING OD TO FACILITATE PARTNERSHIPS
AND ALLIANCES
TREND#4: USING OD TO FACILITATE PARTNERSHIPS
AND ALLIANCES
• Success Factors: Relationships, Culture, Communication, and Design
• Nicholson McBride
• Alliance Advantage
34
TREND#4: USING OD TO FACILITATE PARTNERSHIPS
AND ALLIANCES
TREND#4: USING OD TO FACILITATE PARTNERSHIPS
AND ALLIANCES• Helping Companies Prepare
– Appreciative Inquiry– Culture Assessment– Organizational Assessment– Vision Development– Deal with Ambiguity
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TREND#4: USING OD TO FACILITATE PARTNERSHIPS
AND ALLIANCES
TREND#4: USING OD TO FACILITATE PARTNERSHIPS
AND ALLIANCES• Help Mange Relationship by
Facilitating Process• Initial Design
– Environment of Trust and Openness– Type of Alliance– Scope of Project– Success Factors– How will it be Measured
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TREND#4: USING OD TO FACILITATE PARTNERSHIPS
AND ALLIANCES
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
• Learning– Match Learning Objectives w\ Learning System
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TREND#5: ENHANCING CONTINUAL LEARNING
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
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TREND#5: ENHANCING CONTINUAL LEARNING
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 Learning
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TREND#5: ENHANCING CONTINUAL LEARNING
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
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TREND#5: ENHANCING CONTINUAL LEARNING
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
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Q & A
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APPLYING EMERGING OD TRENDS
TO YOUR ORGANIZATION
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
43
FEEDBACK ON PRESENTATIONFEEDBACK ON
PRESENTATION