ODTI newsletter jan 2020
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Latest news on Organisation Development, Change & Transformation Management. Topics Include Digital Transformation, New Insights Into Culture Change, Building Organisation Agility and more
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Organizational Culture: A Key to Success
The document discusses how organizational culture is important for success. It defines organizational culture as shared beliefs, values, and norms that guide how an organization operates. Surveys found that most leaders see culture as a competitive advantage but only 10% succeed in changing culture. The document provides tips for establishing a strong culture such as defining standards, demonstrating standards, and demanding standards. It also discusses hiring for cultural fit.
160506_HSI_A4_v4
Human Systems International is a company that has over 20 years of experience helping organizations improve their organizational project management capabilities. They offer diagnostics and assessments to benchmark an organization's project management capabilities against frameworks like PMI standards. They also provide individual competency assessments, mentoring, coaching, master classes, and access to a knowledge sharing network of project management practitioners. Their services are aimed at helping organizations attract, recruit, train, retain, and provide career growth for project management talent.
KYIV PM CLUB 25.01 Igor Ivashchenko - Cultures: Management and My Personal Mo...
Organizational culture can be assessed using the Competing Values Framework developed by Cameron and Quinn. This framework evaluates culture based on two core dimensions: flexibility versus stability and internal versus external focus. This results in four main culture types: clan culture (flexible and internally focused), adhocracy culture (flexible and externally focused), market culture (stable and externally focused), and hierarchy culture (stable and internally focused). Each culture type is characterized by different leadership styles, communication patterns, measures of effectiveness, and tendencies. Assessing an organization's culture allows it to better understand how its culture influences key areas like performance, customer satisfaction, and employee retention. The document provides examples of Apple and Zappos exhibiting different culture types.
Hrm episode 1
This document discusses the definition and characteristics of management. It begins by quoting Peter Drucker about the importance and quick acceptance of management as a new social institution. It then defines management as the process of coordinating human efforts to achieve organizational goals through planning, organizing, controlling and other activities. Some key characteristics of management are that it uses economic resources in a goal-oriented way, involves distinct processes, integrates efforts across the organization, operates through a system of authority, and takes a multidisciplinary approach with universal application.
Preparing for New Roles and Transformed Libraries: Models and Implementation
Libraries are engaging the research and teaching enterprises of their parent organizations in emerging areas. At the same time, library spaces and technologies are being adapted to support interdisciplinary collaboration, immersive learning environments, life-cycle support for research, and digitally centered scholarship. A key challenge and opportunity in realizing and fully leveraging this strategy is the transformation of the roles of subject specialists and academic technology librarians to support deeper collaboration around these emerging services and add value across the research and teaching life cycles. Transforming the skills, attitudes, goals, and priorities of practicing research librarians, while also better matching the pace of change in library program curricula to these enormous changes, is fundamental to achieving integration and value-addition at scale. This session focuses on both the imperative to increase the pace and structure of change in library curricula and for libraries to provide effective transformational development opportunities for librarians.
Changing Team Dynamics @India Inc.
Find out how ‘Dynamic Organisational Structure’ is redefining the way team dynamics are evolving in Indian companies.
Executive Coach and a People Transformation Leader, Dipankar Ghosh, shares his insights on the topic in this eye-opening session.
Speaker: Dipankar Ghosh, Chief Human Resources Officer at Bajaj Corp Ltd
Believe in change
This document discusses the role of youth organizations in developing leadership to address global challenges. It notes issues facing the world like economic and environmental crises, and asks what young people know to solve them, having only basic university education. The organization aims to create transformational leaders through international exchanges that provide outer journeys outside one's comfort zone and inner personal development. Leadership training teaches members how to run organizations and develop strong leadership skills to drive positive change.
The Agile Enterprise: The Role of Leadership & Organization Health in Scaling...
The document discusses the concept of an "Agile Enterprise" and the role of leadership and organizational health in scaling agile practices. An Agile Enterprise is described as more than just implementing agile methods for software development - it is a nimble, responsive, innovative system that is agile-informed in its purpose, structure, processes and culture. This allows the enterprise to use business agility as a competitive advantage. The document emphasizes that effective leaders, teams and organizations create "Cycles of Value" by aligning, acting, and adjusting to continuously improve and innovate.
Recommended
Organizational Culture: A Key to Success
The document discusses how organizational culture is important for success. It defines organizational culture as shared beliefs, values, and norms that guide how an organization operates. Surveys found that most leaders see culture as a competitive advantage but only 10% succeed in changing culture. The document provides tips for establishing a strong culture such as defining standards, demonstrating standards, and demanding standards. It also discusses hiring for cultural fit.
160506_HSI_A4_v4
Human Systems International is a company that has over 20 years of experience helping organizations improve their organizational project management capabilities. They offer diagnostics and assessments to benchmark an organization's project management capabilities against frameworks like PMI standards. They also provide individual competency assessments, mentoring, coaching, master classes, and access to a knowledge sharing network of project management practitioners. Their services are aimed at helping organizations attract, recruit, train, retain, and provide career growth for project management talent.
KYIV PM CLUB 25.01 Igor Ivashchenko - Cultures: Management and My Personal Mo...
Organizational culture can be assessed using the Competing Values Framework developed by Cameron and Quinn. This framework evaluates culture based on two core dimensions: flexibility versus stability and internal versus external focus. This results in four main culture types: clan culture (flexible and internally focused), adhocracy culture (flexible and externally focused), market culture (stable and externally focused), and hierarchy culture (stable and internally focused). Each culture type is characterized by different leadership styles, communication patterns, measures of effectiveness, and tendencies. Assessing an organization's culture allows it to better understand how its culture influences key areas like performance, customer satisfaction, and employee retention. The document provides examples of Apple and Zappos exhibiting different culture types.
Hrm episode 1
This document discusses the definition and characteristics of management. It begins by quoting Peter Drucker about the importance and quick acceptance of management as a new social institution. It then defines management as the process of coordinating human efforts to achieve organizational goals through planning, organizing, controlling and other activities. Some key characteristics of management are that it uses economic resources in a goal-oriented way, involves distinct processes, integrates efforts across the organization, operates through a system of authority, and takes a multidisciplinary approach with universal application.
Preparing for New Roles and Transformed Libraries: Models and Implementation
Libraries are engaging the research and teaching enterprises of their parent organizations in emerging areas. At the same time, library spaces and technologies are being adapted to support interdisciplinary collaboration, immersive learning environments, life-cycle support for research, and digitally centered scholarship. A key challenge and opportunity in realizing and fully leveraging this strategy is the transformation of the roles of subject specialists and academic technology librarians to support deeper collaboration around these emerging services and add value across the research and teaching life cycles. Transforming the skills, attitudes, goals, and priorities of practicing research librarians, while also better matching the pace of change in library program curricula to these enormous changes, is fundamental to achieving integration and value-addition at scale. This session focuses on both the imperative to increase the pace and structure of change in library curricula and for libraries to provide effective transformational development opportunities for librarians.
Changing Team Dynamics @India Inc.
Find out how ‘Dynamic Organisational Structure’ is redefining the way team dynamics are evolving in Indian companies.
Executive Coach and a People Transformation Leader, Dipankar Ghosh, shares his insights on the topic in this eye-opening session.
Speaker: Dipankar Ghosh, Chief Human Resources Officer at Bajaj Corp Ltd
Believe in change
This document discusses the role of youth organizations in developing leadership to address global challenges. It notes issues facing the world like economic and environmental crises, and asks what young people know to solve them, having only basic university education. The organization aims to create transformational leaders through international exchanges that provide outer journeys outside one's comfort zone and inner personal development. Leadership training teaches members how to run organizations and develop strong leadership skills to drive positive change.
The Agile Enterprise: The Role of Leadership & Organization Health in Scaling...
The document discusses the concept of an "Agile Enterprise" and the role of leadership and organizational health in scaling agile practices. An Agile Enterprise is described as more than just implementing agile methods for software development - it is a nimble, responsive, innovative system that is agile-informed in its purpose, structure, processes and culture. This allows the enterprise to use business agility as a competitive advantage. The document emphasizes that effective leaders, teams and organizations create "Cycles of Value" by aligning, acting, and adjusting to continuously improve and innovate.
Improving Change & Transformation outcomes using the Organisation Capability ...
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This document discusses improving change and transformation outcomes using the Organisation Capability Maturity Framework (OrgCMFTM). It notes that change and transformation are essential for organizations to survive, and technology often enables or drives change. The OrgCMFTM provides a structured body of knowledge and assessment tool to evaluate an organization's maturity levels across different capabilities. Assessing these maturity levels can help identify areas for improvement and guide change initiatives. The framework is based on research in dynamic systems maturity theory and aims to increase the success rate of organizational changes, which typically fail to meet their original objectives 70% of the time.HSI_Intro_Short
Human Systems International provides diagnostics and assessments to benchmark organizational project, program, and portfolio management capabilities. It holds the largest database of PPPM benchmarks and helps clients improve performance through independent diagnosis. Membership in its global knowledge-sharing network provides access to workshops, insights from leaders, and resources to fast-track improvement. The network allows organizations to measure and improve their PPPM capabilities by benchmarking against practices in different industries and regions.
Das gupta v4i1_pp1-36 d
This literature review summarizes existing research on e-leadership. The review found that while the goals of leadership have not changed, e-leadership requires implementing those goals electronically with virtual teams dispersed over space and time. E-leadership provides new opportunities like improved communication and talent utilization, but also challenges like developing trust remotely. Effective e-leaders require skills like inspiring teams electronically and conveying enthusiasm virtually. Research on e-leadership examines topics such as required skills, virtual team structures and technology support.
Transformation, Chanhe and Improvement Newsletter July 2021
This newsletter provides an overview of organisational transformation, change, and improvement topics. It discusses key findings from a 2021 global study on organisational resilience during disruption, including that organisations above a level 4 maturity were more resilient. It announces new publications, videos, and events. The partner program is outlined and the outlook discusses the focus on recovery, growth, and building resilience through developing capabilities. It recommends assessing capability maturity levels to measure resilience, agility, and innovation.
Appreciative Inquiry - Why?
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We hope you enjoy!
If you enjoyed this, feel free to contact us at anytime :-))
Organisational cultures 2010 peterborough group
This document discusses organizational culture and leadership. It begins with defining organizational culture as the shared values, beliefs and behaviors that develop within an organization. It then identifies different types of organizational cultures such as role, task and power cultures. The document also discusses how organizational culture can impact change efforts. It then examines aspects of motivation and leadership styles such as affiliative, coaching, democratic and authoritative leadership. Finally, the document shares an anecdote about a boat race between teachers and senior leadership to illustrate issues that can arise when too many people are focused on steering rather than rowing.
Building a Winning Culture: how to build high performance teams
This document discusses building a high-performance organizational culture. It defines organizational culture as shared beliefs, values, and norms that guide how an organization operates. Most leaders believe culture is important and a source of competitive advantage, but only 10% succeed in building a winning culture. The document recommends defining, demonstrating, and demanding cultural standards to establish a culture. It also stresses the importance of hiring for cultural fit.
Overview of The Organization Maturity Index
The OMI is one of 3 Reference Models within the Organization Capability Maturity Framework (OrgCMF). OrgCMF is underpinned by Unitary Developmental Theory which is recent insights into how human systems learn, develop, fail and can be remediated. The OMI identified all 15 Dynamic Capabilities and their 87 underpinning Construct Capabilities and their habituated levels plus developmental roadmaps. It allows Assessment of any organization, organization unit, or Capability and provides calibrated action guidance that assures sustainable traction and prevents change failure.
ELIS_ Management Reloaded_Nuove Organizzazioni
This document discusses novel organizational models and adapting to change and novelty. It covers:
1) Two sources of entropy that organizations face: external factors like customers/society and internal factors like employees/innovation.
2) Ways that organizations can create novelty including self-organization, pattern emergence, diversity, and power relations between members.
3) The dichotomy between organizational adaptation and selection when facing change, and that the constraints are time internally and uncertainty externally.
4) Developing ambidexterity through absorptive capacity, a culture of debate and decision making, and using lean startup methodology with minimum viable products and pivoting.
5) Emergent organizational models like agile
aipnov15-strengths-based-lean-hpaf
The document summarizes a human performance architecture framework (HPAF) that was developed to identify performance improvements and organizational change opportunities in large, geographically distributed organizations. The framework combines strengths-based approaches like appreciative inquiry with traditional human performance analysis methods. It uses organizational network analysis to identify "positive deviants" who demonstrate exemplary performance. Interviews with these individuals are used to identify best practices. These practices are then mapped and shared across the organization using tools like lean six sigma and the business model canvas. The framework was applied in a case study of a large IT organization, revealing opportunities to improve work processes and free up underutilized talent.
New Frontiers in Organizational Change
This document provides an overview and agenda for a masterclass on organization change hosted by Scholar Consultants. It discusses the purpose of enabling change professionals to be better agents of change. The agenda covers topics like defining change, organization change models, trends in whole-system transformation, case studies, and competencies for change agents. It also introduces the facilitators and their backgrounds.
Models Of Organizational Behavior
This document discusses elements of organizational behavior systems and models, including:
- The philosophy, values, vision, mission, and goals that make up an organization's behavior model
- Key elements like the formal/informal organization, leadership, culture, and motivation
- Common management philosophies like autocratic, custodial, supportive, and collegial
- The importance of establishing a clear vision and mission, and setting goals to achieve the vision
- Examples of visions, missions, and values from organizations like TESDA, BSU, and ABS-CBN
Osdc group 8_project_-_part_1
American Express operates in the financial services industry providing credit cards, travel services, and risk management solutions. It targets high earning customers and charges merchants a fee on credit card transactions. The environment American Express operates in is characterized by:
1. High complexity due to operating globally in a niche premium market segment.
2. High dynamism as it seeks to expand its merchant acceptance while facing challenges from competitors offering lower fees.
3. High richness with opportunities to capture more corporate travel customers and transactions.
The multiple forces American Express must deal with across different environments and its goal of market expansion results in a highly uncertain operating environment.
October Consortium Member Meeting Recap
Recap of the October 10th, 2013 Avoca Quality Consortium Member Meeting, held in Princeton, New Jersey.
Universität St. Gallens Framework for Corporate Data Quality Management?
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Organizational Behavior
The best way to view organizational behavior is through a contingency approach.” Build an argument to support the statement”.
The relationship between Business model, Operating Model & Capability Model
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This short paper explains what each Model type it is Business, Operating and Capability Maturity Reference Models. It looks at the relationship between each Model, the 'Inters' (Relationship, depencence etc) and How in Business/Organisation Change & Transformation we can leverage Capability Management to assure the success of business and op modelsThe Essence of OD: An Exploration on Organization Development & Organization...
In today’s volatile, uncertain, complex, and ambiguous (VUCA) world, businesses undergo regular change, creating a need for continuous Organization Development.
Organization Development (OD) is an effort that focuses on improving an organization’s capability through the alignment of strategy, structure, people, rewards, metrics, and management processes. It is a science-backed, interdisciplinary field rooted in psychology, culture, innovation, social sciences, adult education, human resource management, change management, organization behavior, and research analysis and design, among others. Organization development involves an ongoing, systematic, long-range process of driving organizational effectiveness, solving problems, and improving organizational performance.
The Internal development in the organization is defined as Organizational Development (OD), which is a form of Planned Change & is a continuous / long-term program aimed at improving the viability of an organization by developing specific changes. This is usually done by collecting information or data. This information is used as a reference for improving the performance of an organization by increasing its efficiency and effectiveness.
The purpose of this study is to explore Organization Development, as evidence-based scientific approach which helps Organizations effective, adaptive to change by developing, improving and reinforcing the strategies, structures & processes.
Keywords: OD, Organization Development, Organizational Development.
AnIntroductionToCAL+
This document introduces Complex Adaptive Leadership (CAL), an organizational development approach that addresses leadership needs in today's complex, fast-changing environment. CAL helps organizations and leaders adapt through three levels: contextual principles for leadership in uncertain times, 8 organizational principles to increase adaptability, and 4 individual leadership strategies. CAL has a global network of associates who deliver customized workshops and programs. Client testimonials praise CAL's innovative approach and tangible results in improving leadership, engagement, and business performance.
68804943 lean-it-enabling-and-sustaining-your-lean-transformation
Lean IT aims to align IT with business goals and maximize value through eliminating waste. It applies Lean principles from manufacturing including identifying value from the customer perspective, focusing on flow and pull, and continuously improving processes. While traditional IT focuses on projects and outputs, Lean IT emphasizes optimizing outcomes and experiences through integrating IT and business operations. This helps break down silos and ensures IT supports strategic objectives. The challenges are recognizing information waste and changing mindsets, but tools from ITIL, Agile development, and Lean project management can guide operational excellence.
Unitary Developmental Theory Elaborated for all human systems
Explaining how human systems such as organizations, teams, regions etc function, learn and develop. Why change fails, remediation etc. Primary work and publication by Dr. Myles Sweeney
UDT is a meta-theory of Developmental Learning created by Dr. Myles Sweeney – a Psychologist and Organization-Development (OD) practitioner with some experience of Regional Development.
Two initial volumes were published through Routledge (Sweeney 2023a and 2023b, re. Psychology and OD resp.). However, it is equally valid for people and organizations, as well as societies and economies, and books re. the latter are in progress. Each are defined, for developmental purposes, as micro-, meso- and macro socio-economic systems – or more specifically, human systems functioning through socio-economic capabilities. From the humble beginnings of devising a model to distinguish organizations that could take on change from those which could not, the assumption arose from the author’s experience across each field – including e.g., rescuing Psychiatric patients from erroneous diagnoses, and dealing with a particular company collapse from a failed Change initiative – that validity for one domain had to mean validity for all, and so it proved.
The resultant UDT diagnostic / developmental model particularly addresses the causes of high failure-rates in each domain such as Traction and Sustainability, as well as related paradigmatic deficit. It also covers all activities and capabilities across the developmental paradigm, so that practitioners from different schools within each of the 3 domains can draw on it to complete and strengthen their models, processes, and practices.
Fundamentally, UDT asserts that there is a unique pattern to natural human development, that it is damaging to people to thwart that process, and that all Change or Developmental interventions should adhere to this pattern. It makes this assertion because of the correspondence between its Phases and those of other models of development, change, and degradation, so that it can be said that all pioneers were seeing the same process, but incompletely.
Briefly, it is a 7-Level model of development, recovery, habituation and degradation that shows correspondence to most other models across each domain, but typically, adds significant value through completing them; revealing paradigmatic biases in each; being whole-system in scope; and also because it is operationalizable as either a Discussion Tool / Catalyst, a Change-Management process, or as a diagnostic- / data-based developmental intervention, and should improve outcomes across the board.
Key Concepts
• Psychological Development & Recovery • Organization Development & Recovery
• Macro-Socio-Economic Development & Recovery • Societal Systems and their Development & Recovery
• Socio-Economic System • Maturity
• Developmental Learning • Habituation
• Inversion • Conversion
• Hysteresis • Regenerative Leadership and
• Linear, Lateral & Integrative Mindset Con
Digital Transformation & Improvement Pocketbook
Digital Transformation, Change & Improvements are business driven changes, which are enabled by existing & emerging technologies. Success or Failure in achieving the Organisations Goals for Digital Business Changes are usually determined by having in place the right Capabilities, at a right Level of Maturity at the right Time.
The Pocketbook introduces all 42 Digital Business Capabilities and their Developmental Roadmaps and a means to assess, prioritize and action the relevant Digital Capability Building for your organization or Team
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Improving Change & Transformation outcomes using the Organisation Capability ...
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This document discusses improving change and transformation outcomes using the Organisation Capability Maturity Framework (OrgCMFTM). It notes that change and transformation are essential for organizations to survive, and technology often enables or drives change. The OrgCMFTM provides a structured body of knowledge and assessment tool to evaluate an organization's maturity levels across different capabilities. Assessing these maturity levels can help identify areas for improvement and guide change initiatives. The framework is based on research in dynamic systems maturity theory and aims to increase the success rate of organizational changes, which typically fail to meet their original objectives 70% of the time.HSI_Intro_Short
Human Systems International provides diagnostics and assessments to benchmark organizational project, program, and portfolio management capabilities. It holds the largest database of PPPM benchmarks and helps clients improve performance through independent diagnosis. Membership in its global knowledge-sharing network provides access to workshops, insights from leaders, and resources to fast-track improvement. The network allows organizations to measure and improve their PPPM capabilities by benchmarking against practices in different industries and regions.
Das gupta v4i1_pp1-36 d
This literature review summarizes existing research on e-leadership. The review found that while the goals of leadership have not changed, e-leadership requires implementing those goals electronically with virtual teams dispersed over space and time. E-leadership provides new opportunities like improved communication and talent utilization, but also challenges like developing trust remotely. Effective e-leaders require skills like inspiring teams electronically and conveying enthusiasm virtually. Research on e-leadership examines topics such as required skills, virtual team structures and technology support.
Transformation, Chanhe and Improvement Newsletter July 2021
This newsletter provides an overview of organisational transformation, change, and improvement topics. It discusses key findings from a 2021 global study on organisational resilience during disruption, including that organisations above a level 4 maturity were more resilient. It announces new publications, videos, and events. The partner program is outlined and the outlook discusses the focus on recovery, growth, and building resilience through developing capabilities. It recommends assessing capability maturity levels to measure resilience, agility, and innovation.
Appreciative Inquiry - Why?
The Mudd Partnership Presents:
Appreciative Inquiry - Why?
Appreciative Inquiry – Why? We are talking about Appreciative Inquiry and at The Mudd Partnership we find this to be an extremely effective Change technique that is surprisingly straight forward to apply & it is certainly something which every skilled OD Consultant, or what Ed Nevis might call a “Skilled Intervenor”, should have in their Tool Box!
Read More...
We hope you enjoy!
If you enjoyed this, feel free to contact us at anytime :-))
Organisational cultures 2010 peterborough group
This document discusses organizational culture and leadership. It begins with defining organizational culture as the shared values, beliefs and behaviors that develop within an organization. It then identifies different types of organizational cultures such as role, task and power cultures. The document also discusses how organizational culture can impact change efforts. It then examines aspects of motivation and leadership styles such as affiliative, coaching, democratic and authoritative leadership. Finally, the document shares an anecdote about a boat race between teachers and senior leadership to illustrate issues that can arise when too many people are focused on steering rather than rowing.
Building a Winning Culture: how to build high performance teams
This document discusses building a high-performance organizational culture. It defines organizational culture as shared beliefs, values, and norms that guide how an organization operates. Most leaders believe culture is important and a source of competitive advantage, but only 10% succeed in building a winning culture. The document recommends defining, demonstrating, and demanding cultural standards to establish a culture. It also stresses the importance of hiring for cultural fit.
Overview of The Organization Maturity Index
The OMI is one of 3 Reference Models within the Organization Capability Maturity Framework (OrgCMF). OrgCMF is underpinned by Unitary Developmental Theory which is recent insights into how human systems learn, develop, fail and can be remediated. The OMI identified all 15 Dynamic Capabilities and their 87 underpinning Construct Capabilities and their habituated levels plus developmental roadmaps. It allows Assessment of any organization, organization unit, or Capability and provides calibrated action guidance that assures sustainable traction and prevents change failure.
ELIS_ Management Reloaded_Nuove Organizzazioni
This document discusses novel organizational models and adapting to change and novelty. It covers:
1) Two sources of entropy that organizations face: external factors like customers/society and internal factors like employees/innovation.
2) Ways that organizations can create novelty including self-organization, pattern emergence, diversity, and power relations between members.
3) The dichotomy between organizational adaptation and selection when facing change, and that the constraints are time internally and uncertainty externally.
4) Developing ambidexterity through absorptive capacity, a culture of debate and decision making, and using lean startup methodology with minimum viable products and pivoting.
5) Emergent organizational models like agile
aipnov15-strengths-based-lean-hpaf
The document summarizes a human performance architecture framework (HPAF) that was developed to identify performance improvements and organizational change opportunities in large, geographically distributed organizations. The framework combines strengths-based approaches like appreciative inquiry with traditional human performance analysis methods. It uses organizational network analysis to identify "positive deviants" who demonstrate exemplary performance. Interviews with these individuals are used to identify best practices. These practices are then mapped and shared across the organization using tools like lean six sigma and the business model canvas. The framework was applied in a case study of a large IT organization, revealing opportunities to improve work processes and free up underutilized talent.
New Frontiers in Organizational Change
This document provides an overview and agenda for a masterclass on organization change hosted by Scholar Consultants. It discusses the purpose of enabling change professionals to be better agents of change. The agenda covers topics like defining change, organization change models, trends in whole-system transformation, case studies, and competencies for change agents. It also introduces the facilitators and their backgrounds.
Models Of Organizational Behavior
This document discusses elements of organizational behavior systems and models, including:
- The philosophy, values, vision, mission, and goals that make up an organization's behavior model
- Key elements like the formal/informal organization, leadership, culture, and motivation
- Common management philosophies like autocratic, custodial, supportive, and collegial
- The importance of establishing a clear vision and mission, and setting goals to achieve the vision
- Examples of visions, missions, and values from organizations like TESDA, BSU, and ABS-CBN
Osdc group 8_project_-_part_1
American Express operates in the financial services industry providing credit cards, travel services, and risk management solutions. It targets high earning customers and charges merchants a fee on credit card transactions. The environment American Express operates in is characterized by:
1. High complexity due to operating globally in a niche premium market segment.
2. High dynamism as it seeks to expand its merchant acceptance while facing challenges from competitors offering lower fees.
3. High richness with opportunities to capture more corporate travel customers and transactions.
The multiple forces American Express must deal with across different environments and its goal of market expansion results in a highly uncertain operating environment.
October Consortium Member Meeting Recap
Recap of the October 10th, 2013 Avoca Quality Consortium Member Meeting, held in Princeton, New Jersey.
Universität St. Gallens Framework for Corporate Data Quality Management?
Data Governance, Datenkonsistenz und Datenqualität sind die Basis für ein effizientes internes & externes Meldewesen und somit für eine ertragsorientierte Gesamtbanksteuerung.Was aber sind die Rahmenbedingungen für ein erfolgreiches Datenqualitätsmanagement? Kennen Sie schon das Framework for Corporate Data Quality Management von der Universität St.Gallen? Laden Sie das kostenlose Whitepaper der Universität St. Gallen direkt hier herunter: http://bit.ly/-Whitepaper_UniversityStGallen
Organizational Behavior
The best way to view organizational behavior is through a contingency approach.” Build an argument to support the statement”.
The relationship between Business model, Operating Model & Capability Model
The relationship between Business model, Operating Model & Capability ModelStrategic Business & IT Services
This short paper explains what each Model type it is Business, Operating and Capability Maturity Reference Models. It looks at the relationship between each Model, the 'Inters' (Relationship, depencence etc) and How in Business/Organisation Change & Transformation we can leverage Capability Management to assure the success of business and op modelsThe Essence of OD: An Exploration on Organization Development & Organization...
In today’s volatile, uncertain, complex, and ambiguous (VUCA) world, businesses undergo regular change, creating a need for continuous Organization Development.
Organization Development (OD) is an effort that focuses on improving an organization’s capability through the alignment of strategy, structure, people, rewards, metrics, and management processes. It is a science-backed, interdisciplinary field rooted in psychology, culture, innovation, social sciences, adult education, human resource management, change management, organization behavior, and research analysis and design, among others. Organization development involves an ongoing, systematic, long-range process of driving organizational effectiveness, solving problems, and improving organizational performance.
The Internal development in the organization is defined as Organizational Development (OD), which is a form of Planned Change & is a continuous / long-term program aimed at improving the viability of an organization by developing specific changes. This is usually done by collecting information or data. This information is used as a reference for improving the performance of an organization by increasing its efficiency and effectiveness.
The purpose of this study is to explore Organization Development, as evidence-based scientific approach which helps Organizations effective, adaptive to change by developing, improving and reinforcing the strategies, structures & processes.
Keywords: OD, Organization Development, Organizational Development.
AnIntroductionToCAL+
This document introduces Complex Adaptive Leadership (CAL), an organizational development approach that addresses leadership needs in today's complex, fast-changing environment. CAL helps organizations and leaders adapt through three levels: contextual principles for leadership in uncertain times, 8 organizational principles to increase adaptability, and 4 individual leadership strategies. CAL has a global network of associates who deliver customized workshops and programs. Client testimonials praise CAL's innovative approach and tangible results in improving leadership, engagement, and business performance.
68804943 lean-it-enabling-and-sustaining-your-lean-transformation
Lean IT aims to align IT with business goals and maximize value through eliminating waste. It applies Lean principles from manufacturing including identifying value from the customer perspective, focusing on flow and pull, and continuously improving processes. While traditional IT focuses on projects and outputs, Lean IT emphasizes optimizing outcomes and experiences through integrating IT and business operations. This helps break down silos and ensures IT supports strategic objectives. The challenges are recognizing information waste and changing mindsets, but tools from ITIL, Agile development, and Lean project management can guide operational excellence.
Similar to ODTI newsletter jan 2020 (20)
Improving Change & Transformation outcomes using the Organisation Capability ...
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Transformation, Chanhe and Improvement Newsletter July 2021
Transformation, Chanhe and Improvement Newsletter July 2021
Building a Winning Culture: how to build high performance teams
Building a Winning Culture: how to build high performance teams
Universität St. Gallens Framework for Corporate Data Quality Management?
Universität St. Gallens Framework for Corporate Data Quality Management?
The relationship between Business model, Operating Model & Capability Model
The relationship between Business model, Operating Model & Capability Model
The Essence of OD: An Exploration on Organization Development & Organization...
The Essence of OD: An Exploration on Organization Development & Organization...
68804943 lean-it-enabling-and-sustaining-your-lean-transformation
68804943 lean-it-enabling-and-sustaining-your-lean-transformation
More from Strategic Business & IT Services
Unitary Developmental Theory Elaborated for all human systems
Explaining how human systems such as organizations, teams, regions etc function, learn and develop. Why change fails, remediation etc. Primary work and publication by Dr. Myles Sweeney
UDT is a meta-theory of Developmental Learning created by Dr. Myles Sweeney – a Psychologist and Organization-Development (OD) practitioner with some experience of Regional Development.
Two initial volumes were published through Routledge (Sweeney 2023a and 2023b, re. Psychology and OD resp.). However, it is equally valid for people and organizations, as well as societies and economies, and books re. the latter are in progress. Each are defined, for developmental purposes, as micro-, meso- and macro socio-economic systems – or more specifically, human systems functioning through socio-economic capabilities. From the humble beginnings of devising a model to distinguish organizations that could take on change from those which could not, the assumption arose from the author’s experience across each field – including e.g., rescuing Psychiatric patients from erroneous diagnoses, and dealing with a particular company collapse from a failed Change initiative – that validity for one domain had to mean validity for all, and so it proved.
The resultant UDT diagnostic / developmental model particularly addresses the causes of high failure-rates in each domain such as Traction and Sustainability, as well as related paradigmatic deficit. It also covers all activities and capabilities across the developmental paradigm, so that practitioners from different schools within each of the 3 domains can draw on it to complete and strengthen their models, processes, and practices.
Fundamentally, UDT asserts that there is a unique pattern to natural human development, that it is damaging to people to thwart that process, and that all Change or Developmental interventions should adhere to this pattern. It makes this assertion because of the correspondence between its Phases and those of other models of development, change, and degradation, so that it can be said that all pioneers were seeing the same process, but incompletely.
Briefly, it is a 7-Level model of development, recovery, habituation and degradation that shows correspondence to most other models across each domain, but typically, adds significant value through completing them; revealing paradigmatic biases in each; being whole-system in scope; and also because it is operationalizable as either a Discussion Tool / Catalyst, a Change-Management process, or as a diagnostic- / data-based developmental intervention, and should improve outcomes across the board.
Key Concepts
• Psychological Development & Recovery • Organization Development & Recovery
• Macro-Socio-Economic Development & Recovery • Societal Systems and their Development & Recovery
• Socio-Economic System • Maturity
• Developmental Learning • Habituation
• Inversion • Conversion
• Hysteresis • Regenerative Leadership and
• Linear, Lateral & Integrative Mindset Con
Digital Transformation & Improvement Pocketbook
Digital Transformation, Change & Improvements are business driven changes, which are enabled by existing & emerging technologies. Success or Failure in achieving the Organisations Goals for Digital Business Changes are usually determined by having in place the right Capabilities, at a right Level of Maturity at the right Time.
The Pocketbook introduces all 42 Digital Business Capabilities and their Developmental Roadmaps and a means to assess, prioritize and action the relevant Digital Capability Building for your organization or Team
Introduction to Unitary Developmental Theory & Application
UDT is a breakthrough theory which offers a single 7-Level operationalizable model of Development, Habituation, Degradation and Recovery for People, Organizations and Economies as micro-, meso- and macro-socio-economic systems. Peer-reviewed and published in a series of Volumes from November 2022 through the leading humanities publisher Routledge, it addresses the root causes for the average 70% failure rates for interventions across each of these 3 domains, and corrects related paradigmatic deficit by e.g., graphically revealing the relative shortcomings of existing models and concepts due to their particular paradigmatic biases. With diagnostic and developmental applications, it arguably leads the way in Developmentalism insofar as it offers completion to existing models across each domain; models maturity in terms of levels of functionality; operationalizes otherwise nebulous concepts such as Self-Actualization and Culture, both Organizational and National; gives structure, completion and theoretical depth to recent emergent Dialogue approaches in Mental-Health Recovery and OD; models maturity in systems where immaturity fractures society and the world at large; and offers an improved working model of human nature to disciplines such as Economics.
Introduction to UDT and its application 061222.pdf
Unitary Developmental Theory (UDT) is a break-through Theory and Model of Human System Development and Behaviour. Based on over 15 years academic and operational research it enhances our understanding of how human systems function, learn and develop. The UDT Theory & Model is equally applicable to three main domains below and related research has been published by Routledge 2022. UDT was preceded by Dynamic Systems Maturity Theory (DSMT) & Models which still hold valid and reflects retitling of DSMT
The Person as a Human System
is psychology viewed through the lens of systems theory and sees individuals as seeking homeostasis within their systems or groups. To create a system that works for all members, the expectations, needs, desires, and behaviors of each person within it must be considered. UDT provides a model for mental health and recovery.
The Organization as a Human System
is an important work that integrates knowledge, management and systems into a unified world of thinking and action in Organizations, decision-making and economics. It presents a modern synthesis of the fields of knowledge management, systems science and human organization. UDT provides a model for Organization health, change and development.
Societies as a Human Systems
include social, economic and institutional structures and processes. Related to industry, settlement and society, these systems are diverse and dynamic, expressed at the individual level through livelihoods. UDT provides a model for Understanding, planning and making fundamental change in societies.
The application of UDT in the world of organizations and teams is through the Organization Capability Maturity Framework and online assessment platform. It includes three Reference Models (Organization, Team & Digital)
Building intrinsic organisation resilience 2021
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Organisation Resilience in times of disruption study 2021
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The study participants came from many Industries, Geographies and Size of Organisation and the detailed report includes breakdowns and some interesting findings. You can access the full report on this link. https://bit.ly/orgresilience2021
Transformation, Change & Improvement Newsletter Q1-2021
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Situational Leadership, Organisation Maturity & Culture
Situational Leadership is a critical technique for any Leader while Scientific Organisation Capability Maturity Level indicates the habituated Culture and Leadership style and practice. Successful Organisation Change and Development requires calibrated actions to assure sustainable traction and the adoption of a situational leadership style appropriate to moving the organistion up a Maturity Level (Skipping levels leads to failure). The paper looks at how to combine Situational Leadership with Dynamic Systems Maturity Theory for better Transformation, Change & Improvement Outcomes in Organisations.
What are capability maturity models & why are they Important?
Introduction to Capability Maturity Models and How they can be used to support Transformation, Change & Improvement in today's VUCA world. Models can be used to Assess existing Organisation, Team and Digital Capability Maturity which explains the current Performance and Rate of Change. The Reports and Roadmaps can guide in selecting new and future capabilities and building Maturities required to achieve the aims and ambitions while building Agility, Innovation, Collaboration, Performance & Digital Effectiveness.
Organisation, Team & Digital Assessment process
If you do not understand the Maturity Level of your existing Organisation, Team or Digital Capabilities, you may not be building the right Capabilities to the right Maturity Level for your Transformation or Strategic Goals to be successful. The OrgCMF Reference Models cover Organisation , Team & Digital
Odti newsletter dec 2020 release
What Happened in Organisation Development & Change 2020? What to expect 2021? Capability Building becomes central, new reference models, new partners.
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'Don't Assume! Measure!' Before any transformation or change program is started The organisation and its leadership must be able to answer two questions 1. How Ready are we for this Change? and 2. What is our Change Capability (Agility) as an organisation? This paer look at leveraging management science to measure maturity levels that relate to both questions based on Dynamic Systems Maturity Theory.
ODTI newsletter oct 2020
The document introduces new research from the Organisation Capability Maturity Framework (OrgCMFTM) including the Digital Maturity Index (DMI) and associated reference models, bodies of knowledge, and online assessment tools. The DMI assesses digital business and organization transformation maturity rather than just technology management maturity. Users can access OrgCMFTM resources by registering on the platform. The document also advertises upcoming conferences, publications, training programs and opportunities to partner with OrgCMFTM.
The new world of work securing the crisis gains & adapting
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How digital can enable continuous innovation 2nd edition 130520
Continuous Innovation is a process and culture within an organisation that speeds up the process of Continuous change and improvement, where rather than incremental improvement we get more impactful and significant improvement as well. Adoption of Digital Technologies and services may be innovative in their own right; however, they also enable and require significant change in practices and behaviours, expand the eco-systems and resource base of the organisation, and release talent that enables Continuous Innovation. This paper informs the reader of the models and some approaches to create a new vision and aims for the organisation in setting & executing their “Digital Innovation Agenda” & “Building Innovation Capability”
Achieving the best possible organisation crisis outcome (New Normal)
Achieving the best possible organisation crisis outcome (New Normal)Strategic Business & IT Services
How to manage for the best organisation outcome in a crisis a simple but effective approach for any organisation. Outlining foundation objectives and means to achieve change in individual and team workOrganisation Culture Change Masterclass
New research Insights into 'Organisation Culture Change' underpinned by Dynamic Systems Maturity Theory and introducing the most comprehensive model of Organisation Culture to emerge in 2020
Organisation Culture Change Masterclass
New Research Insights: "Culture is the collective equivalent of mindset and determines how the collective behaves in recognised maturational patterns". This description arises from new scientific research “with unprecedented scientific depth” which transforms a dimension of organizations that is regularly cited as the critical problem behind high failure-rates for change management, strategy, etc., but so poorly understood with definitions such as “the way we do things around here”. This Masterclass offers much in new insight and methodology e.g., how any Culture can now be understood and defined as a Capability Maturity Level, and why focusing on Culture is a waste of time. Learn what to focus on for diagnosing where interventions and strategy will gain Traction, and learn the normative process that optimises Sustainability.
Technology language & terms used in Digital Transformation
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ODTI newsletter jan 2020
- 1. www.orgcmf.com Research New Insights into the relationship between an organisation’s Capability Maturity and its Culture, and specific techniques to enable effective organisation Culture Change. • Full Academic Research Paper by Dr. Myles Sweeney “Organizational Culture: Demystified, Modelled and Operationalized for Normative Diagnosis and Development” • Summary Abstract of Paper for Professionals “Organizational Culture: The Red Herring Vs the Real Deal for Change Management” Publications • “How to Build Change Capability (Agility)” An approach to building true and sustainable Organisation Agility is outlined in this paper. • “Profiling Tools for People & Organisations” This paper considers the value and synergies of tools such as MBTI & Belbin for people and team development and contrasts the synergies with Organisation System Level Profiling to improve Change outcomes. • “New Insights into Situational Leadership and Organisation Capability Maturity” This paper elaborates on the nature of situations that arise relating to the specific capability Maturity of an Organisation, Unit or Team and how a reference model can support Leaders & Managers adopting the appropriate style for the situation to be changed and improved. Thought Leadership & Conferences We presented to National Manufacturing & Supply Chain Conference 2020, in Dublin , Irelands largest and most well attended Conference. • “Organisation Readiness v Digital Readiness” looks at Digital Transformation as a business and organisation transformation enabled by technology and best practice to evaluating the level of readiness any organisation has for transformation. • “Robotics & Automation to Fear or Embrace” looks at the science of what humans are good at and what machines are good at, the role of machines in teams and how to manage the change in ‘Work’ Dynamic for best outcomes for people. OrgCMF™ • Launched “Organisation Agility Rapid Assessment” which supports building Organisation Agility. • Launched “Single Dynamic Diagnostic Maturity Assessment” which enables organisations diagnose and build maturity around any one of the 15 critical Dynamics