Organizational development (OD) is a strategic effort with a comprehensive outlook to guide an organization through modifications to its operations, structures, or strategies to enhance performance and effectiveness. Take the example of WhatsApp, the instant messaging system. Its founders had limited resources, so they outsourced the application's development. Now, it has more than 2 billion active users.
Marriott hotels offer full-time, paid positions for 12 to 18 months available upon graduation. These positions provide mentoring and practical, virtual experiences. College students can learn all facets of the business and interact with company leaders. Digital tools have helped farmers attract and keep more customers, as it now serves 10 million U.
S. citizens. Dunkin' maintained its 1973 logo, font, and colors to stay true to its heritage and be recognized, while also attracting new customers who might not be interested in donuts. The conventional performance evaluation system with a 10-point scale was replaced by one focused on objectives and competencies.
Instead of numbers, the new rating scale uses “Exceeded Expectations”, “Met Expectations” and “Did Not Meet Expectations” to show employees what success looks like for them. Competency models are adapted to each type of function to ensure that they are fair and relevant. Fujitsu SSL organized a meeting of a group of managers for 30 sessions in collaboration with a designer of self-training programs. They discussed specific discussion questions and shared their ideas and management experiences.
Then, the participants became group facilitators for more managers the following year. This program became one of the pillars of the middle manager development program, with an annual participation of 30 to 40 people with high potential. The COVID-19 pandemic caused tension and uncertainty among employees of the fitness tracker manufacturer MyZone. This led to a decline in commitment and moral, which in turn affected productivity.
The company struggled with the absence of an effective organizational system, hampering all of its quality assurance efforts. Thomas Parker, sensory and quality control coordinator, tested several organizational systems until he found a solution in SweetProcess. Organizational development is not as simple as devising a new idea and implementing it; each step of the process has systematic methods, from identifying problems and overcoming barriers to analyzing the results of a new system. The process of designing and implementing organizational development strategies is structured in five phases: 1) Problem identification: This phase involves identifying problems that need to be addressed in order to improve organizational performance or effectiveness.
2) Diagnosis: This phase involves gathering data about the organization's current state in order to identify areas that need improvement or change. 3) Intervention: This phase involves designing interventions that will address identified problems or areas for improvement. 4) Implementation: This phase involves putting interventions into action in order to achieve desired outcomes or goals. 5) Evaluation: This phase involves assessing whether interventions have been successful in achieving desired outcomes or goals. Employees may hesitate to accept new processes, technologies, or organizational structures due to fear of the unknown, the perception of a loss of control, or concern for work safety.
By addressing current inefficiencies, streamlining processes, and aligning organizational goals and objectives, organizational development interventions can improve efficiency, productivity, and profitability. New development initiatives optimize organizational processes and increase employee productivity and product innovation. It is essential that leaders actively support and promote organizational development efforts for them to be successful. Organizational changes can be difficult for your employees to manage, especially when faced with certain barriers and challenges. Demonstrating the return on investment (ROI) of organizational development initiatives can be a challenge, as the benefits may not be immediately tangible or quantifiable - this is just one example of why all organizations must integrate organizational development into their processes. Organizational development initiatives often require significant investment in terms of time, money, and human resources.
