Organization Development

Practical results

Organization-professional-personal-development We have enjoyed success with Organization Development (O.D.) with organizations in the public and private sectors, allowing them to:

  • Engage resistant constituencies as advocates of the process.
  • Multiply profits in one year.
  • Deliver on-budget and on-time for the first time.
  • Recognize cultural shifts in attitudes and behaviours towards internal and external clients.

Many entry points

There are many entry points, processes and project-scopes to achieve these results:

  • “Macro-O.D.” initiatives
    • Planning, implementing and making changes stick.
  • “Micro-O.D.” initiatives undertaken by one part of an organization, then gradually adopted by others, such as;
    • Undertaking initiatives to address a single issue (customer service, managing transition, alignment, teamwork, leadership, restructuring, etc.),
    • Designing, delivering, and integrating sessions to effect cultural changes in behaviour over time.
    • Integrating skills and strategies into management practices, rewards, recognition, and other institutional systems to ensure cultural change.
  • The “Everything is O.D.” approach.
    • Linking all training, communication and other initiatives to the O.D. goals and supporting them explicitly or implicitly.

HPCI has developed a template to serve as:

  • A guide to planning, implementing, and integrating change.
  • An identification of seven entry points to initiate and stimulate change.
  • A ‘dashboard’ to maintain engagement and momentum of transition.

Our approach to Organizational Development

Although we use models, methodologies, processes and tools familiar to good O.D. practitioners; our specialized approach yields superior results.

Rather than the mostly top-down driven change initiatives, we work with the organization’s leaders to:

  • plan,
  • set the stage,
  • implement,
  • maintain momentum, and
  • make it stick throughout the organization.

In best cases:

  • employees at all levels take ownership;
  • senior managers continue to focus energy, mobilize passion and align behaviours and systems; and
  • middle managers integrate the new ways of doing business into daily practice.

We do not impose models and methodologies, we build on your strengths and from your reality.

We build capacity and ownership within your organization, not only to lead this transition but to lead the next ones as well.