Organisational Development Strategy Training Course

Participants can analyse how organisational elements interact to affect performance.

• Open-systems thinking: inputs, transformation processes, outputs and feedback loops
• McKinsey 7S analysis of strategy, structure, systems and shared values
• Burke-Litwin model separating transformational and transactional organisational variables
• Causal-loop diagrams exposing reinforcing patterns and unintended consequences
• Vertical alignment between enterprise strategy, functions, teams and individual work
• Horizontal coordination across customer journeys, processes and business units

Participants can frame an OD challenge as a testable performance problem.

• Problem statements separating business symptoms from organisational root causes
• Issue trees structuring hypotheses about performance, behaviour and capability
• Current-state and target-state definitions using measurable performance criteria
• Scope boundaries covering populations, functions, locations and decision authority
• Assumption logs documenting uncertainties requiring diagnostic validation
• Challenge charter defining purpose, sponsor, outcomes and constraints

Participants can plan a credible organisational diagnosis using multiple evidence sources.

• Diagnostic questions derived from strategic objectives and performance gaps
• Data triangulation across interviews, surveys, documents and operational metrics
• Semi-structured interview guides for leaders, managers and employee groups
• Focus-group protocols preventing dominant voices from distorting diagnostic findings
• Document analysis of organisation charts, policies, scorecards and process maps
• Ethical handling of confidential workforce data and sensitive findings

Participants can synthesise qualitative and quantitative evidence into defensible diagnostic findings.

• Thematic analysis coding interview evidence into recurring organisational patterns
• Pareto analysis identifying high-frequency or high-impact performance issues
• Five Whys testing causal assumptions beneath reported organisational symptoms
• Fishbone diagrams categorising process, people, systems and governance causes
• Heat maps comparing business-unit findings, severity and intervention urgency
• Evidence statements distinguishing facts, interpretations, risks and recommendations

Participants can construct an OD strategy with priorities, outcomes and delivery logic.

• Strategy-on-a-page linking business outcomes, OD priorities and interventions
• Theory of change connecting activities, behavioural shifts and performance outcomes
• Strategic themes grouping related culture, capability and organisation-design work
• Outcome chains separating outputs, adoption measures and business results
• Priority criteria assessing strategic fit, impact, feasibility and urgency
• OD strategic narrative tailored for executives, managers and employee audiences

Participants can identify operating-model issues and define organisation-design responses.

• Target operating model components: services, processes, governance, technology and people
• Operating-model diagnosis through customer demand, value streams and handoffs
• Organisation design principles guiding layers, spans, roles and accountabilities
• RACI matrices clarifying decision rights, ownership and cross-functional contributions
• Role architecture distinguishing accountabilities, capabilities and job descriptions
• Design criteria balancing customer value, control, speed and cost

Participants can design culture interventions linked to observable behaviours and organisational systems.

• Culture diagnosis using artefacts, stated values and underlying assumptions
• Behavioural anchors translating desired culture into observable workplace actions
• Social norms mapping influential behaviours, informal networks and local practices
• Leader role-modelling plans connecting visible actions to cultural priorities
• Performance-management mechanisms reinforcing desired behaviours through goals and recognition
• Cultural barriers assessed through trust, psychological safety and employee voice

Participants can specify capability interventions that address priority organisational performance gaps.

• Capability maps linking strategic outcomes to critical organisational capabilities
• Skills matrices identifying proficiency gaps across roles and workforce segments
• Build-buy-borrow decisions for scarce skills and strategic workforce needs
• 70-20-10 development architecture aligned to performance and workflow requirements
• Career pathways connecting capability development, mobility and succession planning
• Manager capability interventions supporting accountability, coaching and decision quality

Participants can design a change strategy that addresses readiness, adoption and resistance.

• Kotter's 8-Step Process applied to enterprise change mobilisation
• ADKAR assessments identifying awareness, desire, knowledge, ability and reinforcement gaps
• Change-impact assessments mapping affected groups, process changes and role implications
• Readiness assessments examining leadership alignment, capacity and local conditions
• Resistance analysis distinguishing legitimate concerns, uncertainty and active opposition
• Change strategy choices matched to scale, urgency and stakeholder impact

Participants can build stakeholder and sponsor plans for an OD initiative.

• Stakeholder maps assessing influence, impact, support and engagement requirements
• Sponsor coalitions identifying accountable executives and visible change champions
• Power-interest grids selecting engagement approaches for critical stakeholder groups
• Sponsor roadmaps scheduling decisions, communications and role-modelling actions
• Employee listening channels collecting feedback, concerns and improvement suggestions
• Communication architectures matching messages, messengers, channels and timing

Participants can select and sequence interventions to address diagnosed organisational priorities.

• Intervention portfolio mapping structural, cultural, process and capability responses
• Design workshops generating options from diagnostic findings and design principles
• Impact-effort matrices comparing intervention value, complexity and delivery demand
• Pilot design defining hypotheses, participant groups, measures and decision rules
• Intervention sequencing based on dependencies, readiness and resource availability
• Integrated workstream plans aligning OD, HR, technology and transformation activity

Participants can create an implementation roadmap with practical governance and controls.

• Roadmaps sequencing mobilise, design, pilot, implement and sustain phases
• Work breakdown structures defining deliverables, owners and acceptance criteria
• Governance models assigning steering-group, sponsor and workstream responsibilities
• RAID logs tracking risks, assumptions, issues and interdependencies
• Decision logs recording approvals, escalation routes and unresolved choices
• Resource plans estimating specialist capacity, budget and leadership time

Participants can establish measures that demonstrate OD progress, adoption and results.

• Logic models linking inputs, activities, outputs, outcomes and impact
• Balanced scorecards combining customer, process, people and financial measures
• Leading indicators measuring readiness, participation, behavioural adoption and capability growth
• Baseline design establishing credible pre-intervention comparison points
• Benefits-realisation plans assigning owners, targets, evidence sources and review dates
• After-action reviews converting implementation evidence into improvement actions

Participants can facilitate OD decisions and communicate recommendations to senior stakeholders.

• Facilitation contracts establishing purpose, roles, outcomes and participation rules
• Divergent and convergent thinking techniques for structured group decision-making
• Nominal group technique prioritising options while reducing hierarchy effects
• Executive briefings presenting diagnosis, choices, risks and required decisions
• Data storytelling combining evidence, organisational implications and recommended action
• Constructive challenge techniques addressing sponsor assumptions and competing priorities

Participants can build, review and present a complete organisational development strategy pack for a defined organisational challenge.

• Challenge charter refined using peer review and sponsor-oriented quality criteria
• Diagnostic findings synthesised into a concise evidence-based case for change
• OD strategy-on-a-page linking priorities, interventions, outcomes and measures
• Implementation roadmap integrating governance, stakeholder actions, risks and dependencies
• Senior presentation structured around choices, investment, benefits and decisions
• Peer review testing strategic coherence, feasibility and measurement discipline