This document discusses developing an organization development (OD) strategy. It begins by asking what an OD strategy is and how it differs from an HR or learning and development strategy. It then defines OD as an approach to making organizations more effective by aligning people, strategy, and processes. The document outlines considerations for developing an OD strategy, including defining the purpose and context, engaging stakeholders, establishing principles and priorities, and evaluating results. It poses questions about determining the strategic focus areas, diagnostic activities, and maintaining a future orientation. Finally, it provides contact information for the organization hosting the discussion.

1. Click to add Title
Developing your OD strategy
13 December 2012

2. Getting started
Caroline Stearman, Megan Meredith and Melissa Green
Roffey Park hosts today

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
Development?
 An approach to making organisations more effective - aligning people,
strategy and processes in order to deliver the organisation’s strategy
 Underpinning beliefs
– a belief that organisations are people and they can change
– a belief in building organisations’ capacity to change and renew
themselves
– a respect for what everyone has to offer – democratic and
participative
 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?

7. © 2012 Roffey Park

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
Purpose Context
 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
the organisation?
 If you don’t do this, what will
happen?  How can you integrate
this?
 Are you asking questions or trying to
provide answers with your strategy?  What is realistic?

10. Second order : building blocks
Core Principles
 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

11. Third order : Strategy considerations

12. Third order : Strategy considerations
Stakeholders Results
 Who does this need to speak to?  What will success look like for an
OD strategy?
 How are you connecting with them?
 How do you plan to evaluate and
 Where does the power lie at the
measure?
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
Structure Content
 What model may help provide a  Are you covering the whole
structure? organisation?
 Are you considering diagnostic  What model might support you?
activities as interventions in their own
 Diagnosis of where you are now, how
right?
will you explore this?
 How can you keep this realistic and
 What is important, who says it is
pragmatic?
important?
 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
this offer?
 How clear are you on your role and what you bring to this?
– What is your contract?
– What are you drawn to, or not?

15. Questions for us?
© 2012 Roffey Park

16. Contact details
Melissa Green UK Office
Business Development Manager Roffey Park Institute, Forest Road,
melissa.green@roffeypark.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,
jane.koo@roffeypark.com 3 Temasek Avenue, Level 34 Centennial Tower,
Singapore 039190
+65 6549 7840
Tel: +65 6549 7840 / 7841 / 7842
email: singapore@roffeypark.com
Company registration 201015595E