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    Emerging Trends in Organizational Development: by Jonathan Mozenter 7/29/99

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    RohanPuthalath
    The document summarizes emerging trends in organizational development based on research conducted by Jonathan Mozenter. It identifies five key trends: 1) expanding the use of OD, 2) combining hard business competencies with OD, 3) creating whole system change through organizational design and culture change, 4) using OD to facilitate partnerships and alliances, and 5) enhancing continual learning. It provides details on the macro forces driving these trends, such as technology changes and increasing diversity. The trends reflect needs for flexibility, change management skills, and a focus on learning to adapt to constant change.

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    Emerging Trends in Organizational Development: by Jonathan Mozenter 7/29/99

    Uploaded by

    RohanPuthalath
    37 views43 pages
    The document summarizes emerging trends in organizational development based on research conducted by Jonathan Mozenter. It identifies five key trends: 1) expanding the use of OD, 2) combining hard business competencies with OD, 3) creating whole system change through organizational design and culture change, 4) using OD to facilitate partnerships and alliances, and 5) enhancing continual learning. It provides details on the macro forces driving these trends, such as technology changes and increasing diversity. The trends reflect needs for flexibility, change management skills, and a focus on learning to adapt to constant change.

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    The document summarizes emerging trends in organizational development based on research conducted by Jonathan Mozenter. It identifies five key trends: 1) expanding the use of OD, 2) combining hard business competencies with OD, 3) creating whole system change through organizational design and culture change, 4) using OD to facilitate partnerships and alliances, and 5) enhancing continual learning. It provides details on the macro forces driving these trends, such as technology changes and increasing diversity. The trends reflect needs for flexibility, change management skills, and a focus on learning to adapt to constant change.

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    © All Rights Reserved
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    Download as ppt, pdf, or txt
    37 views43 pages

    Emerging Trends in Organizational Development: by Jonathan Mozenter 7/29/99

    Uploaded by

    RohanPuthalath
    The document summarizes emerging trends in organizational development based on research conducted by Jonathan Mozenter. It identifies five key trends: 1) expanding the use of OD, 2) combining hard business competencies with OD, 3) creating whole system change through organizational design and culture change, 4) using OD to facilitate partnerships and alliances, and 5) enhancing continual learning. It provides details on the macro forces driving these trends, such as technology changes and increasing diversity. The trends reflect needs for flexibility, change management skills, and a focus on learning to adapt to constant change.

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    You are on page 1of 43

    EMERGING TRENDS

    in ORGANIZATIONAL
    DEVELOPMENT
    By
    Jonathan Mozenter
    7/29/99
    A Massachusetts Bay OD
    Learning Group Event

    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?
    2

    CHECKING IN
    Introductions
    Please State in 15 Seconds
    Name
    Organization
    What You Hope to Take Away from
    Tonights Presentation

    WHAT DO I MEAN BY AN
    EMERGING TREND?
    5 Minutes to Think About What You
    Think are the Emerging Trends and
    Why
    10 minutes to Break into Groups of
    3 People Discuss Your Thoughts

    BACKGROUND

    HYPOTHESIS
    Systemic Approach
    OD Trends are Driven by Organization
    Challenges which are Driven by Macro Forces

    Expected Results
    Constant Change
    Learning and Flexibility
    OD trends: Learning Organizations,
    Knowledge Management, Change
    Management, and Org. Design

    METHODOLOGY
    Library and Internet Research
    Qualitative and Quantitative Research
    4 Groups of People Interviewed

    External OD Consultants
    Internal OD Consultants
    Line Managers
    Other Business Minds
    7

    MACRO FORCES

    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
    9

    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

    10

    CONSTANT CHANGE
    2nd Biggest Impact
    A Derivative of Other Macro Forces
    Ramifications
    Dealing w/ Uncertainty
    Need More Flexible Process
    Employee Burn Out
    11

    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
    Finding Right Partner

    12

    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
    13

    DIVERSITY
    Effects will Grow by 15% over Next
    3 Years (Highest of all Forces)
    Possibly be Driven by Increased
    Globalization
    Today Many People Still View
    Diversity as an Affirmative Action
    Issue Not a Strategic One
    14

    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

    15

    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
    16

    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

    17

    EMERGING TRENDS IN
    ORGANIZATIONAL
    DEVELOPMENT

    18

    OD INTERVENTIONS MOST
    FREQUENTLY USED TODAY
    Mission and Vision Statement Analysis
    Strategic Planning
    Reward and Recognition
    Change Management
    Leadership
    Team Building
    Facilitation
    19

    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

    20

    TREND#1:
    EXPANDING THE USE OF
    OD

    IDC Forecasts Change


    Management Consulting Fastest
    Growing at 18.6%
    Research Indicates High Use of OD
    Interventions Lead to High Returns
    More Exposure to OD
    Quantitative Data
    21

    TREND#1:
    EXPANDING THE USE OF
    OD

    OD in Education

    OD in Management Consulting
    OD in Human Resources

    22

    TREND #2: COMBINGING


    HARD BUSINESS
    COMPETENCIES AND OD
    Managers Need OD Skills to
    Successfully Do Their Jobs
    OD Practitioners Need:
    Measure Results Using Bottom Line
    Metrics
    Align Interventions with Strategy

    23

    TREND #2: COMBINGING


    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
    24

    TREND #2: COMBINGING


    HARD BUSINESS
    COMPETENCIES AND OD
    MBA Programs Teach OD
    Competencies in Core Classes
    OD in Project Management
    OD in Management Consulting
    25

    TREND #2: COMBINGING


    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
    Measure OD Interventions in Bottom Line Metrics

    26

    TREND #2: COMBINGING


    HARD BUSINESS
    COMPETENCIES AND OD
    Research on Ideal OD Grad
    Programs
    Need Knowledge of the Following
    Business Areas

    Finance
    Business Management
    Operations
    Program Evaluation
    Information Systems

    27

    TREND #2: COMBINGING


    HARD BUSINESS
    COMPETENCIES AND OD
    Measurement Needed to Advance the
    Field of OD
    Measurement Improves Quality of
    Interventions
    Research Indicates: Org. Who
    Strategically Use People Metrics have
    Higher Rates of Return
    Using Balance Scorecard and ROI
    28

    TREND#3: CREATING
    WHOLE SYSTEM CHANGE
    - ORGANIZATIONAL
    DESIGN AND CULTURE
    CHANGE

    Move from Isolated Interventions


    to Whole System Interventions
    Aligning Strategy with Org. Design,
    Culture, and Compensation
    More Effective, Longer Lasting, and
    More Expensive
    29

    TREND#3: CREATING
    WHOLE SYSTEM CHANGE ORGANIZATIONAL DESIGN
    AND CULTURE CHANGE
    Maximizing Flexibility
    Focus on Core Competencies (Shamrock Org)
    Work In Teams
    Constantly Develop Core Staff

    Retention
    Proper Reputation
    Screen for Emotional Intelligence
    Actively Manage Culture

    30

    TREND#3: CREATING
    WHOLE SYSTEM CHANGE ORGANIZATIONAL DESIGN
    AND CULTURE CHANGE
    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 Generalists
    50% Performance and 50% Modeling Values

    31

    TREND#3: CREATING
    WHOLE SYSTEM CHANGE ORGANIZATIONAL DESIGN
    AND CULTURE CHANGE
    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 Communication
    Programs

    32

    TREND#4: USING OD TO
    FACILITATE PARTNERSHIPS
    AND ALLIANCES
    Success Factors: Relationships,
    Culture, Communication, and Design
    Nicholson McBride
    Alliance Advantage
    33

    TREND#4: USING OD TO
    FACILITATE PARTNERSHIPS
    AND ALLIANCES
    Helping Companies Prepare

    Appreciative Inquiry
    Culture Assessment
    Organizational Assessment
    Vision Development
    Deal with Ambiguity

    34

    TREND#4: USING OD TO
    FACILITATE PARTNERSHIPS
    AND ALLIANCES
    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
    35

    TREND#4: USING OD TO
    FACILITATE PARTNERSHIPS
    AND ALLIANCES
    Define Communication Patters at All Levels
    Alliance Governance and Alliance Interfaces
    Conflict Management & Quick Decision Making

    Coach Executives
    Constantly Reevaluate
    Renegotiate

    Learning
    Match Learning Objectives w\ Learning System

    36

    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
    37

    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 Learning

    38

    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

    39

    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
    40

    Q&A
    41

    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
    42

    FEEDBACK ON
    PRESENTATION
    43

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