Emerging Trends in OD

7/27/2019 Emerging Trends in OD

1/39

EMERGING TRENDS

in ORGANIZATIONALDEVELOPMENT

ByJonathan Mozenter

7/29/99

A Massachusetts Bay OD

Learning Group Event


2/39

2

AGENDA

Introductions

What is an Emerging Trend?

Background

Macro Forces

Emerging Trends In OD Q+A

How Will the Emerging Trends Affect

Your Work Life?


3/39

BACKGROUND


4/39

MACRO FORCES


5/39

5

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


6/39

6

CHANGES IN TECHNOLOGY

Largest Effecting Macro Force

Possible Cause Other Macro Forces

Ramifications

Speed of Change

New Strategies

New Distribution Channels

New Relationships

Increased Competition


7/39

7

CONSTANT CHANGE

2nd Biggest Impact

A Derivative of Other Macro Forces

Ramifications

Dealing w/ Uncertainty

Need More Flexible Process

Employee Burn Out


8/39

8

PARTNERSHIPS &

ALLIANCES 3rd Biggest Impact

Companies Cant 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


9/39

9

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


10/39

10

DIVERSITY

Effects will Grow by 15% over Next 3

Years (Highest of all Forces)

Possibly be Driven by IncreasedGlobalization

Today Many People Still View Diversity

as an Affirmative Action Issue Not aStrategic One


11/39

11

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


12/39

12

OTHER 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


13/39

13

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


14/39

14

EMERGING TRENDS IN

ORGANIZATIONALDEVELOPMENT


15/39

15

OD INTERVENTIONS MOST

FREQUENTLY USED TODAY Mission and Vision Statement Analysis

Strategic Planning

Reward and Recognition

Change Management

Leadership Team Building

Facilitation


16/39

16

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


17/39

17

TREND#1:


OD IDC Forecasts Change Management

Consulting Fastest Growing at 18.6%

Research Indicates High Use of ODInterventions Lead to High Returns

More Exposure to OD

Quantitative Data


18/39

18

TREND#1:


OD OD in Education

OD in Management Consulting

OD in Human Resources


19/39

19

TREND #2: COMBINGING

HARD BUSINESS

COMPETENCIES AND OD

Managers Need OD Skills toSuccessfully Do Their Jobs

OD Practitioners Need: Measure Results Using Bottom Line

Metrics

Align Interventions with Strategy


20/39

20


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


21/39

21


HARD BUSINESS

COMPETENCIES AND OD

MBA Programs Teach OD

Competencies in Core Classes

OD in Project Management

OD in Management Consulting


22/39

22


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 Clients

Language


23/39

23


HARD BUSINESS

COMPETENCIES AND OD Research on Ideal OD Grad Programs

Need Knowledge of the FollowingBusiness Areas

Finance

Business Management

Operations

Program Evaluation

Information Systems


24/39

24


HARD BUSINESS

COMPETENCIES AND OD

Measurement Needed to Advance the

Field of OD Measurement Improves Quality of

Interventions

Research Indicates: Org. WhoStrategically Use People Metrics have

Higher Rates of Return

Using Balance Scorecard and ROI


25/39

25

WHOLE SYSTEM CHANGE

- ORGANIZATIONAL

DESIGN AND CULTURE

CHANGE

Move from Isolated Interventions toWhole System Interventions

Aligning Strategy with Org. Design,

Culture, and Compensation More Effective, Longer Lasting, and

More Expensive

:


26/39

26

:WHOLE SYSTEM CHANGE -

ORGANIZATIONAL DESIGNAND CULTURE CHANGE

Maximizing Flexibility

Focus on Core Competencies (Shamrock

Org)

Work In Teams

Constantly Develop Core Staff

Retention

Proper Reputation

Screen for Emotional Intelligence

:


27/39

27



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

:


28/39

28



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

:


29/39

29

:FACILITATE

PARTNERSHIPS ANDALLIANCES

Success Factors: Relationships,

Culture, Communication, and Design

Nicholson McBride

Alliance Advantage

:


30/39

30

:FACILITATE


Helping Companies Prepare

Appreciative Inquiry

Culture Assessment

Organizational Assessment

Vision Development

Deal with Ambiguity

:


31/39

31

:FACILITATE


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

:


32/39

32

:FACILITATE


Define Communication Patters at All

Levels

Alliance Governance and Alliance

Interfaces

Conflict Management & Quick Decision

Making

Coach Executives

Constantly Reevaluate

Renegotiate


33/39

33

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


34/39

34

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


35/39

35

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


36/39

36

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


37/39

37

Q & A


38/39

38

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


39/39

39

FEEDBACK ONPRESENTATION

Documents

Emerging Trends in OD