Organizational Development is an interdisciplinary approach to building and improving the performance and effectiveness of an organization.
Our approach primarily focuses on people and how they are organized, their roles and skills, how they communicate and interact, and the motivations that help them achieve personally and professionally while reflecting the values of their organization.
Motivation, Behavior, Structures and Processes
Organizational Development is grounded in psychology and behavioral sciences which contend that employee behaviors and motivations are influenced by organizational structures and processes.
It involves disciplines that include human capital management, organizational design, leadership, employee training and development, change management, performance management, organizational culture and employee relations.
For earlier-stage growth companies, we focus on strategic considerations, such as: Who are the critical team members and functions we need to succeed? What skills are needed now and in the future as the organization grows? How does leadership establish and reinforce the strategies, values, and vision for the organization that will build an organizational culture that is sustainable as we grow?
For more mature companies, we are more centered on change management. Over time, people’s roles and behaviors may be misaligned to what the organization wants to achieve on several fronts, including purpose, structure, resources, knowledge sharing and leadership. This can lead to dysfunctional attitudes and behaviors that cause inefficiency, mistrust and ineffectiveness.
Creating an Organizational Development Strategy
After assessing the leadership team and the organization including how it solves problems, its communication styles, its skills/roles fit, and leadership/team dynamics, we work with you to prepare for the future, fix dysfunctions, fill gaps, and help direct change. This may include the following:
We develop with you a new organizational structure based on current key contributors, critical functions, and current staff, including challenges of the current structure be it by discipline, geography, or product/solution.
What to Expect from TechCXO
We investigate whether members in the organization share a similar understanding of why the organization exists, what it is trying to accomplish, where it is going, and what its priorities are? Or, are people unaware of the organization’s purpose and direction, view it as irrelevant, and cannot see how their role contributes to overall goals?
We explore if there a clear structure to the organization by discipline, industry, geography and products? How are complexities managed when groups intersect or overlap? Also, are groups treated as profit centers? How are costs distributed among products and services such as IT support, HR, and Accounting? How is performance measured and what happens to underperforming groups?
We unearth insights, by answering questions like, Do people get the authority, resources and support to do what their teams were organized to do? Do the current people have the requisite skills to do what needs to be done? Can the current employee base scale for growth? How do we fill gaps in skills and competencies? Training and development? Recruiting?
We want to know if people hold each other to high standards and provide compassionate but direct feedback and coaching? Do people genuinely listen to others’ opinions? Do people value each others’ time? Are agreements and commitments held sacred? Also, do people share their wins and losses with each other? Are client contacts, information, tools and resources shared or protected? Do people publicly recognize and honor the achievements and contributions of others?
Impact
- 12% Happy employees are 12% more productive and highly engaged workplaces have a 10% increase in customer ratings
- 21% Highly engaged business units where employees feel they are stakeholders of their own future increase profitability an average of 21% according to Gallup
- 2.4x Companies with more engaged workers grew revenue 2.5 times as much as companies with less involved workers over a period of seven years.
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