SERVICES
Organizational Development
I help leaders make the right decisions regarding platforms, process and outcomes for learning and development.
Independent→ Competitive→ Cooperative→ Collaborative→ Interdependent
Organizational development is sometimes confused with training and development. Training interventions, such as leadership development, are ways of fortifying your talent with the capabilities to lead people in organizations. Organizational development involves the cultural DNA that ultimately drives behaviors, norms and attitudes. Skill development empowers people with an ability to do something new and helpful. Organizational development determines whether or not those people will ever use it.
I give executives the discriminations to determine the cultural ‘vector’ that determines so much of the behavior they observe. I empower them with a range of responses designed to build a more collaborative, interdependent culture within and between organizations. An organization’s ability to accelerate the pace of change, reposition in the marketplace or quickly implement new platforms and processes requires the collective culture’s ability to think interdependently and act collaboratively.
That is Organizational Capital: when your organization’s agility becomes a source of competitive advantage! I help executives describe, predict and prescribe opportunities for developing organizational capital. It begins with an accurate description of what is going on and scaling it:
- Independent: When teams choose not to communicate with each other and consider their work to be the beginning and end of their horizons.
- Competitive: When teams are highly aware of what other teams are up to, for all the wrong reasons! A culture of schadenfreude. Your team wins and the company loses.
- Cooperative: When the only way teams can get along comes from leaders who are forced to make strict rules regarding norms and behaviors for cross-teaming - rules which everyone resents.
- Collaborative: When organizations connect people, process and platforms between and within teams. Conversations begin with a collective frame of reference of the intended outcomes.
- Interdependent: When one team or organization’s success is a factor impacting your success. There is a shared mission and purpose with outcomes that are different but aligned! People actively seek ways to help others succeed.
Collaboration and interdependence require alignment. Leaders need to determine if their teams are:
- Disparate and competitive.
- Fragmented and siloed.
- Somewhat aligned.
- Aligned.
- Fully aligned.
Being able to accurately describe (rate) your organization’s ‘DNA’ allows executives to prescribe the kinds of culture, capability and commitment initiatives needed to turn their organizations into a capital asset for the company.
Bill and His Team are Ready. Are You?
Contact me personally if you’d like to learn more about building your organization’s capability and commitment.