Organisational Capacity Building Training Course

Participants can select organisational development frameworks that explain interconnected performance problems.

• McKinsey 7S diagnoses misalignment among strategy, structure, systems and skills
• Burke Litwin model distinguishes transformational and transactional performance drivers
• Open systems thinking traces inputs, throughput, feedback and environmental demands
• Organisational network analysis identifies informal influence, brokerage and isolated roles
• Design principles convert diagnostic findings into coherent intervention choices
• Logic models connect capacity investments with outputs, outcomes and impact

Participants can formulate a prioritised capacity building strategy with measurable intended results.

• Capacity vision states future performance, service standards and institutional capabilities
• Results chains define inputs, activities, outputs, outcomes and assumptions
• Prioritisation matrices rank interventions by impact, feasibility, cost and urgency
• SMART indicators specify baseline, target, owner, frequency and evidence source
• Costed action plans assign milestones, resources, dependencies and accountable owners
• Risk registers record threats, controls, triggers and contingency responses

Participants can build workforce capability plans for critical roles, skills and knowledge risks.

• Workforce planning reconciles demand forecasts with supply, attrition and critical roles
• Competency frameworks define observable proficiency levels for priority job families
• Skills matrices identify coverage gaps, single points of failure and successors
• 70 20 10 development plans combine experience, relationships and formal learning
• Succession reviews calibrate readiness, potential, mobility and development actions
• Knowledge retention plans protect expertise before retirement, transfer or redeployment

Participants can improve organisational capacity through clearer operating models, processes and accountabilities.

• Operating model components align governance, processes, people, technology and measures
• RACI charts clarify decision rights, approvals, consultation and execution accountability
• Process mapping exposes handoffs, rework, waiting time and control failures
• Span of control analysis tests managerial capacity and supervisory layers
• Job design applies task variety, autonomy, feedback and role boundaries
• Standard operating procedures capture controls, exceptions, ownership and escalation routes

Participants can plan adoption activities that address stakeholder needs and implementation resistance.

• ADKAR assesses awareness, desire, knowledge, ability and reinforcement requirements
• Kotter's eight step model sequences coalition building, action and anchoring
• Change impact assessments identify affected groups, process shifts and readiness risks
• Stakeholder engagement plans specify messages, channels, cadence and feedback loops
• Resistance analysis distinguishes legitimate concerns, incentives, fears and power dynamics
• Change sponsor roadmaps define visible actions, decisions and accountability

Participants can identify cultural and leadership conditions that support sustained organisational improvement.

• Schein's culture model examines artefacts, espoused values and underlying assumptions
• Psychological safety conditions support speaking up, learning and error reporting
• Leadership behaviour standards translate values into observable management practices
• Team charters establish purpose, decision rules, norms and accountabilities
• Feedback routines use SBI conversations, after action reviews and pulse data
• Recognition systems reinforce desired behaviours without distorting performance incentives

Participants can establish performance measures that show whether capacity interventions are working.

• Balanced Scorecard links strategic objectives with measures, targets and initiatives
• KPI dictionaries define formulas, data sources, owners and reporting thresholds
• Performance dialogues connect individual objectives with unit capacity priorities
• Service level measures track timeliness, quality, access and case resolution
• Data quality checks test completeness, validity, timeliness and consistency
• Quarterly reviews trigger corrective actions, resource shifts and learning decisions

Participants can monitor capacity outcomes and convert evidence into adaptation decisions.

• Monitoring plans assign indicators, collection methods, frequency and accountable owners
• Capacity assessment scorecards compare baseline, milestones, evidence and residual gaps
• Mixed method evaluation combines administrative data, interviews, observation and surveys
• Outcome harvesting captures unintended results and contribution evidence
• Learning reviews convert findings into decisions, adaptations and documented commitments
• Dashboard narratives explain variance, causation, actions and escalation needs

Participants can present an actionable capacity building roadmap for a defined organisational priority.

• Integrated capacity roadmaps sequence initiatives, dependencies, budgets and governance
• Implementation charters define scope, benefits, owners, milestones and decision forums
• 90 day action plans establish immediate commitments and early evidence
• Executive briefings present diagnosis, options, resource implications and recommendations
• Peer challenge tests assumptions, feasibility, risks and measurement logic
• Personal application plans identify stakeholder conversations, first actions and review dates