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ORGANIZATIONAL DEVELOPMENT

EUROPEAN SCOUT REGION

CORE GROUPAcademy Session 2011, Paris

October 30th and 31st 2011

Putting strategy into action

“Strategy is the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill expectations of different target groups.”

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Workshop @ Academy 2011

Stephen Peck (UK) Stephen Peck (UK)

Matthias Gerth (Switzerland) Matthias Gerth (Switzerland)

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Intro

Language(s)? Who are you? (Name, NSO, function, motivation) Who are you? (Name, NSO, function, motivation) What do you expect? use the post-its

What is needed before you develop strategies and actions?

Write one example each of a successful and an unsuccessful strategy or change implementation unsuccessful strategy or change implementation from your NSO

Change management, organisational behaviour, project management

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Managing change

Why change things? Why it‘s hard in Scouting and Guiding Why it s hard in Scouting and Guiding People resist change, not organisations Why it goes wrong Plan to succeed Dealing with resistance Embedding the change in the culture

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Managing change

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Organisational cultureLearning Organization (LO)

“The LO concept was developed to help p p porganisations cope with the rapid acceleration in the pace of change – a challenge also facing every NSO. Additionally, the LO approach is one that encourages Members to be involved and contribute to the NSO’s development. Member involvement is a growing expectation at all levels

d h LO h ill h l h and the LO approach will help us to meet that expectation.”

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Organisational cultureKey organisational behaviours

Involve and consult our membership at all levels whenever possible

Flatten organisational structures Flatten organisational structures Share information and store it in an accessible way

so that everyone can see the whole picture and can therefore contribute to discussions

Encourage learning and personal development…this is what we should be doing in Scouting anyway!

Regular external stimulus for the organisation'sthinking and development

Adopt a holistic approach to strategy

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Organisational cultureKey organisational behaviours

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Project ManagementHolistic approach: From A to Z

Analyzing Planning

Specifying the desired results, determining the schedules, and estimating the resources

Organizing Defining people’s roles and responsibilities

Controlling Reconfirming people’s expected performances, monitoring actions

and results, addressing problems, and sharing information with i d linterested people

Learning

ANALYZE PLAN EXECUTE CONTROL LEARN

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Project ManagementHolistic approach: From A to Z

Project managementPLANNING: WHY and WHAT?

Why? Strategic goals and vision Aims and objectives: Aims are the changes you hope

to achieve as a result of your work; Objectives are the activities you undertake and the services you offer to bring these changes about

What? Availbility of resources (time, people, money, place) Ri k l i Risk analysis Budget and contraints

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Project managementPLANNING: SMART objectives

Specific Define your objective clearly, in detail, with no room for

misinterpretation.p

Measurable Specify the measures or indicators you’ll use to determine

whether you’ve met your objective.

Aggressive Set challenging objectives that encourage people to stretch

beyond their comfort zones.

Realistic Realistic Set objectives the project team believes it can achieve.

Time-sensitive Include the date by which you’ll achieve the objective

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Project managementORGANIZATION: WHO, HOW and WHEN?

Who? Target groups (internal, external, support) Team and roles: depending on type of project Team and roles: depending on type of project Responsibilities Boundaries and key players

How? Resource allocation Organizational chart OK but keep room for creativity, stay flexible

When? Schedule: Phases and milestones

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Project managementCONTROLLING

Tracking progress Regular reporting Evaluation Lessons learned

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Project managementDeveloping a project plan

Environment, vision, aims and objectives Target groups Schedule: Phases/Activities/Milestones Risk analysis Budget Organizational chart Team, roles and responsibilities

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Summary

Support for your organization

The Organisational Development Core Group Tailored support: Consulting, workshops, etc. The library of documents OD seminar, February 11-12, 2012; Gilwell Park

Q&A

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