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Definition of Organizational Development:

Organizational Development is the process that helps organizations achieve their best and full potential. This includes implementing strategies, revising existing programs, and developing new structures. It is a scientifically proven method to enhance the capabilities and effectiveness in organizations, wherein you regularly review the processes to see if the changes lead to desired results. Simply put, it is about identifying your organization’s long-term goal, and making changes in its current functioning, measuring its success and failures, and revising them regularly.

What are the goals of Organizational Development?

There’s no preset goals for every organization. It varies depending on what the organization wants to achieve. It could be about profits, market share, or making the organization agile. 

Another major aspect of Organizational Development is gaining a competitive advantage. It is about understanding what makes the organization unique. It could be the product, the culture, of the company leaders and the way they lead. It is about identifying what can help you win. It is about identifying what lets you stand out and monetizing on that aspect.

What does Organizational Development include?

The process of Organizational Development includes the following steps:

  • Identifying the problem: To bring in changes, it is important to know what exactly we should change. This initial investigation could be in the form of gathering data, taking employee surveys, identifying the goals of the company, and so on. 
  • Assessment of the problem. Once the problem is identified, understand the impact it has had on the organization’s goals. The purpose of this step is to deeply understand the problem at hand. 
  • Creating an action plan. In this step, we identify the organizational goals and the steps to be taken to achieve those goals. This could be in the form of seminars, training, or changing the team’s structure, communication methods and so on. While doing so, keep in mind to set metrics at each step to measure the success and failure of the action plan. 
  • Implementation of the plan. After laying out the action plan and its objectives, decide how to implement the plan and decide the intervention points to evaluate the success/failure of the plan. For instance, for a training program that would last for three months, conduct a survey in a month’s time to understand how the program could be improved and be prepared to make those changes. 
  • Identify the success mantra. Once the goal has been achieved, set strategies in place for maintaining success of the goal. At the same time, ensure that the organization is prepared to evolve to the constant market changes, because lasting success comes to those who are willing to evolve.