establishment of the office equipment and employees in an organized manner, office may run uninterrupted resources of office have maximum utilization at minimum cost

1. LEADING STRATEGICALLY:
ORGANIZATION
DEVELOPMENT
PERSPECTIVE
Nepal Administrative Staff
College

2. Why discuss about OD?

3. Session Outline
Organization Development
StrategicThinking/Learning
OrganizationalAnalysis
OD NeedAssessment
OD InterventionTechniques

4. Forethought…..
Between the Stimulus and Response, there is a
Space. In that space is our power to choose our
Response. In our response lies our growth and our
freedom.”
(Stephen Covey)

5. Understanding OD
BRS/PN/NASC/2021
 You can’t teach people everything they need to
know. Best you can do is position them where
they can find what they need to know & when
they need to know it.
 Growth and comfort do not co-exist.
 At some point on a trail, a hiker certainly
realizes that s/he is lost. But….
o Could not judge exactly where on a trail, and
o When s/he became lost

6. Organization Development (OD)
"Organizational development is an
effort (1) planned, (2) organization
wide, (3) managed from the top, (4) to
increase organization effectiveness and
health and (5) through planned
intervention in the organization's
processes using behavioral science
knowledge" .
- Richard Beckhard
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7. Question
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What difference will we make in our organizations
five years from now?
….Difference starts from our mind….

8. Strategic Thinking/Learning

9. Strategic Leader
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10. 10

11. 11

12. 12
Why should we choose a leader??

13. Strategic thinking- Role orientation
 In our 10-year longitudinal study of over 2,700 newly
appointed executives, 67% of them said they
struggled with letting go of work from previous roles.
More than half (58%) said they were expected to
know details about work and projects they believed
were beneath their level, and more than half also
felt they were involved in decisions that those below
them should be making.
Source: HBR, October 2016
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14. Strategic thinking- When?
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 44% of managers spent most of their time
firefighting in cultures that rewarded reactivity and
discouraged thoughtfulness. Nearly all leaders
(96%) claimed they lacked time for strategic
thinking, again, because they were too busy
putting out fires.
- Source: HBR, October 2016

15. Strategic thinking- making part of your
job
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 Identify strategic requirements of your job- Simple
question “What’s the most important thing your
organization want you to accomplish in this role?”
 Strategic thinking involves:
o Know: Observe and seek trends
o Think: Ask the tough questions
o Speak: Sound strategic
o Act: Make time for thinking and embrace conflict

16. Bias can limit strategic
thinking
 We all have biases.
 We select for
information that
supports our
viewpoint and
experiences.
 We tend to disregard
information that
doesn’t fit our
beliefs/values.

17. Strategy in Public Sector: Creating Public
Value
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 Public sector- Large in scope (inter-agency, inter-
sectoral, inter-governmental, and multi-disciplinary);
 Significant impacts to the lives of people at all levels
 Achieving worthwhile, ambitious goals- challenging
to address successfully;
 Requiring significant innovation and long-term
commitment;
 Requiring paradigm shifts in thinking and/or
significant change in government functioning

18. Creating public value
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 Creating and adding value to each stage of design,
operation and delivery of public services
 People are the key to design and deliver service
which collectively contributes for trust among
citizens toward service provider(s)/government
 Internal and external environmental forces affect the
overall effectiveness of creating public value

19. Policies,
Regulation,
Procedures,
Structure,
Resources,
Timeliness,
Output,
Service Design
Service Quality,
Integrity,
Accountability,
Competent Leadership
and Management
Clear Objective,
Resourcefulness,
Strategic Thinking,
Career Development,
Work Place Quality,
Work Load,
Shared values and culture
Internal factors

20. Legal,
Technological,
Political,
Environmental,
Economical
Fairness,
Right Service,
Availability,
Accessibility
Awareness,
Need,
Expectations,
Knowledge,
Social Values,
Politics
External factors

21. Legal,
Technological,
Political,
Environmental,
Economical
Awareness,
Need,
Expectations,
Knowledge,
Social Values,
Politics
Fairness,
Right Service,
Availability,
Accessibility
Policies,
Regulation,
Procedures,
Structure,
Resources,
Timeliness,
Output,
Service Design
Service Quality,
Integrity,
Accountability,
Competent
Leadership
and Management
Clear Objective,
Resourcefulness,
Strategic Thinking,
Career Development,
Work Place Quality,
Work Load,
Shared values & culture
Identify
and
evaluate
alternatives
Analyze
the internal
and
external
factors
External
Factors
Strategy Implementation
and Control
Internal
Factors
Strategic Management framework

22. Strategic Analysis
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 Analysis of internal and external factors to identify
key issues, which needs to be addressed by
strategic course of actions
o Internal- in relation to Resources, Processes, Structure,
Performance, Culture, etc.
o External- Political, Economic, Social, Technology, Legal,
etc.
 SWOT- Strength, Weakness, Opportunities and
Threats (or Challenges) Analysis as a common tool

23. SWOT Analysis
Strengths
- What we are good at
- What is adding value to our
organizational performance
Weaknesses
- What are our critical
performance gaps
- What is impeding us in
achieving organizational
goals
Opportunities
- What are/will be favorable
situations to apply our
strengths
Challenges
- What will be potential risks
areas for organizational
journey

24. 24
 Organization Visit

25. Dimensions to be explored…
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26. OD Processes
Diagnosis
Taking
Action
Re-
diagnosis
T
aking
New
Action

27. Need Diagnosis
Systematic exploration of the way things are and the way
they should be. These "things" are usually associated with
organizational and/or individual performance.
Need may be:
Normative
Relative
Perceived
Expressed

28. Taking Actions
(Interventions)
 Interventions are the actions taken to produce
desired changes
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29. Prescribe interventions
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 Identify the possible interventions to mitigate the
problems identified.
 Identify the possible risks that arises with your
prescribed interventions.

30.  Coaching
 Sensitivity training
 Capacity Development
 Process Consultation
 Team Building
 Right Sizing
 Survey feedback
Key interventions in practice

31. Strategy- Language of questions
 Who we are and what we do?
……
 Where we are now?
……
 Where we want to be?
……
 How will we reach there?
……
 What will be potential risks and return?
……
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32. Evaluation of Effectiveness
 It is very crucial to continuously
analyse the effects and results of
intervention, which provides the
information about whether the
changes should be continued,
modified or suspended.
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33. Concluding thought
 “OD’s focus on building healthy organizations
contributes to society as a whole- “The best path to
the good society is the construction of great
organizations that nurture and magnify the best in
human beings.”
- David Cooper rider (1998)
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34. It’s time for feedback
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