3. Our time today – exploring questions
Questions we are going to address today:
– What is an OD strategy?
– What makes it different from an HR strategy or an L+D strategy?
– How do you set about developing one?
– What purpose does it serve?
Questions of definition
– What do we mean by Organisation Development?
Questions for your organisation
– The Roffey Park map for developing an
OD strategy and the questions this raises
Your questions for us
4. What do we mean by Organisation
An approach to making organisations more effective - aligning people,
strategy and processes in order to deliver the organisation’s strategy
– a belief that organisations are people and they can change
– a belief in building organisations’ capacity to change and renew
– a respect for what everyone has to offer – democratic and
A way of looking at organisations that is both
– An approach or mindset
– A set of tools and expertise
5. What is an OD strategy?
A route map identifying areas for focus to help the organisation
become more effective - aligning people, strategy and processes
6. What makes it different?
From an L&D or HR strategy – focus on breadth?
From a business strategy – focus on internal?
8. First order : Definition of the territory
What is OD for your organisation?
What value does OD add?
Integrated or separate?
9. Second order : building blocks
What is the driver for creating this Staying connected to the
strategy? external environment
What difference will this make? What else is out there in
If you don’t do this, what will
happen? How can you integrate
Are you asking questions or trying to
provide answers with your strategy? What is realistic?
10. Second order : building blocks
Integrated: not attaching a separate ‘OD’ thing on top of everything else
Systemic : seeing the organisation as being interconnected as a living system
Participative : ensuring voices are heard from across the organisation
Dialogic: recognising the power of conversation
Diagnostic: not getting stuck in diagnosis, maintaining a future focus
12. Third order : Strategy considerations
Who does this need to speak to? What will success look like for an
How are you connecting with them?
How do you plan to evaluate and
Where does the power lie at the
moment with relation to this work?
How will you explore learning from
Who else needs to be involved?
both the process and content of this
How are you selling this? work?
13. Third order : Strategy considerations
What model may help provide a Are you covering the whole
Are you considering diagnostic What model might support you?
activities as interventions in their own
Diagnosis of where you are now, how
will you explore this?
How can you keep this realistic and
What is important, who says it is
Have you got priorities to provide a
container for this?
14. Third order : Strategy considerations
Notice the process is as valuable as the content and results
– What is proving challenging / easy?
Are you paying attention to where the energy is in the system, what insight might
How clear are you on your role and what you bring to this?
– What is your contract?
– What are you drawn to, or not?
16. Contact details
Melissa Green UK Office
Business Development Manager Roffey Park Institute, Forest Road,
email@example.com Horsham, West Sussex, RH12 4TB
Tel: (01293) 851644
+44 (0)1293 854055 Registered Charity No: 254591 Company
Limited by Guarantee Registered in England
+44 (0) 7825 616281 No: 923975
Jane Koo Asia Pacific Office
Marketing Manager, Asia Pacific Roffey Park Asia Pacific Pte Ltd,
firstname.lastname@example.org 3 Temasek Avenue, Level 34 Centennial Tower,
+65 6549 7840
Tel: +65 6549 7840 / 7841 / 7842
Company registration 201015595E