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New Jersey OD NetworkAnnual Sharing DayMay 4, 2006
Malcolm Conway, Managing Consultant
IBM Global Business Consulting Services
Elena Feliz, Principal, Feliz Consulting
Tim Lannan, Tim Lannan Consulting
David Lipsky, Sony Electronics
Jeana Wirtenberg, Ph.D, President, Jeana Wirtenberg & Associates, LLC
*
Leading in the 21st CenturyThe Role of OD as a Bu siness Partner: Lessons Learned from
the Global Comm ittee on the Future of OD (GCFOD)Volunteers
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Global Committee on the Future of OD (GCFOD)
Vision: Linking OD values and contributions worldwide to create vital, successfulorganizations and communities
Mission: Uniting, energizing and mobilizing thousands of OD practitioners, businessleaders and academics worldwide to advance the field of OD and add value to allstakeholders, in an ever-changing world
Organization
10 person self managing Leadership Team
Over 200 volunteers, over 60 Advisory Board Members
Project Sponsors
Institute for Sustainable Enterprise, Fairleigh Dickinson University The OD Institute (ODI)
OD Network (ODN)
International OD Association (IODA)
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GCFOD TIMELINE
September 2003Ted Nguyen organizes The Global Committee on theFuture of OD
January 2004OD SWOT Survey
2004Business Sector COP launched
2004Advisory Board Meetings
2004-2006Presentations: ASD, ODN, ODI, AOM, FDU, AU, many others2004Portal launched
September 2004Nonprofit Sector launched
December 2004JABS article published
2005Referenced in Bradford/Burke book Reinventing OD
2005Business Leader Survey (For Profit/Non Profit)2005Decision to become a Self-Managed Team
2006Action Teams launched
???
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Goals for Today
To provide insight on Leadership in the 21stCentury
To demonstrate how OD has to change (this is
not your mothers/fathers OD) To support you to become a better OD
practitioner
To help you understand how your knowledge
can support GCFOD efforts To support your understanding of GCFOD as
a resource
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New Jersey OD NetworkAnnual Sharing DayMay 4, 2006
Malcolm Conway, Managing Consultant
IBM Global Business Consulting Services
*
Leading in the 21st Century
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Acknowledgments
The survey was supported by the Institute for Sustainable Enterprise,Fairleigh Dickinson University.
The web survey design and administration was generously supported byQuantisoft, LLC.
The work was performed by the Global Committee Research Team, led byJeana Wirtenberg, Ph.D, Jeana Wirtenberg & Associates, LLC, and TheInstitute for Sustainable Enterprise, Fairleigh Dickinson University.
Acknowledgments for significant contributions go to Elliott Greene,Quantisoft;
Lilian Abrams, Ph.D; Joan Slepian, Ph.D; and Jeff Wides, Ph.D.
This material states the authors' opinions but does not necessarily reflectthe positions or practices of the IBM Corporation or the other presenterscompanies.
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Topics
SWOT Survey2004
Business Leader Survey 2004Purpose & Objectives
Key FindingsFor Profit Sector
Demographics
Business Success Factors Performance Gaps
Sources of OD Support
OD Investment Plans
Summary of Findings
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Phase I OD SWOT SurveyOver 900 Responses
GCFOD survey sent to over 6000 members of OD Network, O.D. Institute,
International Organization Development Association, NTL Institute and NJ ODNetwork to assess present weaknesses and strengths of the field.
Findings published in article by J. Wirtenberg, L. Abrams, & C. Ott, Assessing
the Field of Organization Development, Journal of Applied Behavioral Science,
December, 2004.
Top Three Strengths Systemic Orientation/Change Management
Techniques and ProcessesTeamwork/Leadership Development
Values OD Brings to Practice
Top Four Areas For Improvement
Lack of Definition and Distinction of the Field of OD
Lack of Quality Control of Practitioners
Insufficient Business Acumen of Practitioners/Insufficient
Emphasis on Customer Needs
Insufficiently Clear ROI/Value of the Work
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Survey Purpose and Objectives
Gather information from business leaders to help define the future ofOrganization Development
Identify the most important factors driving business success from apeople and organizational perspective, as reported by seniorbusiness leaders
Understand the most likely sources of expertise and resources thatsenior business leaders will use to address those challenges (and tosee where HR/OD professionals fit in)
Determine potential OD clients awareness and perceptions about OD
Identify the likelihood of future investments in OD resources
Provide the academic community with information that may be usefulin planning/redirecting academic programs and courses
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Business Leader Survey
For Profit Methods:
Survey designed and piloted with COPs (Nov-Dec 2004)
Internet based survey sent to approx. 16,500 business leaders:
CEOs, VPs, Directors of Fortune 1000 companies across all industriesfrom a purchased list, mostly from U.S. with some Canada
Supplemented by COPs forwarding to their actual/potential clients and/orsubmitting names anonymously
Supplemented by e-mail notices with links in newsletters of fivesponsoring organizations, GCFOD newsletters and notices, letters toAdvisory Board members, etc.
Press releases sent to 36 major business and HR organizations withpersonal follow-up
Numerous announcements at OD network meetings, conferences, etc.
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Respondent Gender
64%
36%
Males Females
Demographics of For Profit Respondents
Respondent Level of Management
59%
9%32%
Middle Management Executive Management Other
235 Total respondents:
120 For Profit and 115 Nonprofit
Respondents are predom inant ly male, m iddle-aged, execut iv es.
Respondent Age
5% 13%
32%41%
9%
20 - 29 30 - 39 40 - 49 50 - 59 60+
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Business Success Factors
(17 questions)
Framed by the six KITs from
Phase I research
Sources of Expertise and
Support
(17 questions)
Framed by the six KITs from
Phase I research
Future Investments
(4 questions)
Respondent Demographics
(9 questions)
Questionnaire Design
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Sample Questions for Importance and Effectiveness
Question ImportanceVery Very DontUnimportant Important Know1 2 3 4 5
EffectivenessVery Very DontIneffective Effective Know1 2 3 4 5
1. Aligning and executing strategies in a way that
meets financial goals and are consistent with corevalues.Comments:
2. Effectively addressing organizational culture
during organizational realignments, industry
consolidations and mergers and acquisitions
(M&As).Comments:
Sect ion 1: Business Succ ess Factors: A series of s tatements about k ey areas of
busin ess succ ess fol lows . For each s tatement there are two quest ion s for yo u to
answer:
1. What is the imp ortanc e of this k ey area to yo ur org anization (i.e., that level of yo ur
com pany w ith wh ich y ou are mo st clos ely associated, e.g., ent ire enterpr ise, busin ess
uni t , etc.)?
2. How effect ive is you r organizat ion 's perform ance in th is key area?
In answ ering each quest ion, th ink about how it im pacts your " bot tom -l ine results" .Performance Gap = Importance - Effectiveness
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1. Aligning and executing strategies in a way that meets financial goals and are consistent
with core values2. Effectively addressing organizational culture during organizational realignments,
industry consolidations and mergers and acquisitions (M&As)
3. Effectively applying organizational change principles to business and product life cycles
4. Aligning strategies, people, systems and processes organization-wide to enhance
productivity and profitability
5. Developing and maintaining the commitment of the workforce to the goals of the
organization for better overall performance results
6. Clarifying purpose and mission to inspire and engage the workforce7. Attracting and retaining top talent
8. Leveraging and aligning existing information technology with business and people
strategies
9. Facilitating adoption and use of new information technologies for competitive advantage
10. Using information technology to support learning and innovation
11. Enhancing reputation among communities where we work, with consumers and with
employees and investors
12. Enhancing employees commitment by focusing on corporate citizenship in thecommunity and contributions
13. Ensuring accountability for business ethics among employees at all levels
14. Building leadership capacity for now and the future
15. Solving organizational problems systemically as opposed to solving them on a piecemeal
basis
16. Establishing collaborative relationships and partnerships among public, private and
nonprofit sectors
17. Increasing speed to market and profit for critical products and services through sharedcommitments and organizational values
Gap
1.03
1.35
1.02
1.26
1.12
1.071.27
0.92
0.78
0.72
0.67
0.34
0.63
1.45
1.27
0.58
0.93
Business Success Factors:
Performance Gaps
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Business Leader For Profit Survey
Key Findings for Importance and Effectiveness* **
For Profit Importance & Effectiveness
2.90
3.55
4.20
3.80 4.35 4.90
Importance
Effectiveness
1
5
13
7
4
142
6
11
LL
8
15
17
910
12
3
HL HH
LH
16
Note: Items were pre-selected as important based on Phase I
research and KITs.
Weakness
Strength
Gap of 1.35 Gap of 1.45
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Business Leader For Profit Survey
Key Results
Urgent?
Items:
2. Effectively addressing organizational culture during organizational
realignments, industry consolidations and mergers and acquisitions
(M&As)
Importance = 4.52
Effectiveness = 3.17
Gap = 1.35
14. Building leadership capacity for now and the future
Importance = 4.63
Effectiveness = 3.18
Gap = 1.45
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Business Leader For Profit Survey
Key Results
High Prior i ty?
Items:
1. Aligning and executing strategies in a way that meets financial goals and are
consistent with core values
Importance = 4.80; Effectiveness = 3.77; Gap = 1.03
4. Aligning strategies, people, systems and processes organization-wide toenhance productivity and profitability
Importance = 4.64; Effectiveness = 3.38; Gap = 1.26
5. Developing and maintaining the commitment of the workforce to the goals of
the organization for better overall performance results
Importance = 4.78; Effectiveness = 3.66; Gap = 1.12
6. Clarifying purpose and mission to inspire and engage the workforce
Importance = 4.56; Effectiveness = 3.50; Gap = 1.07
7. Attracting and retaining top talent
Importance = 4.74; Effectiveness = 3.46; Gap = 1.27
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Urgent Areas?
Positioning industry consolidation, M&A, and strategic alignment forsuccess from a cultural perspective?
For Profit
Position f or Success f rom Cultural Perspectiv e
Consulting Firm
Line Magm't
HR
External OD
Internal OD
40
30
20
10
0
Bus iness leaders turn to l ine management f i rs t , consu l t ing f i rms second , HR
third, and OD fourth wh en pos i t ioning indus try consol idat ion, M&A, and
strategic al ignm ent for suc cess from a cul tura l perspect ive.
Support Sources
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Urgent Areas? Building leadership capacity for now and the future
For Profit
Identify /Attracting/Dev elop/Retain Leadership Talent
Consulting Firm
Line Magm't
HR
External OD
Internal OD
60
50
40
30
20
10
0
Bus iness leaders turn to HR fi rs t , and l ine management second for
identi fy in g, attract ing , develop ing and retainin g leadersh ip talent.
Bus iness leaders turn to l ine management to foster leadership
courage, decis ion making and prob lem solv ing
For Profit
Foster Leadership Courage/Decision Making/Problem Solv ing
Consulting Firm
Line Magm't
HR
External OD
Internal OD
80
60
40
20
0
Support Sources (continued)
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High Priority Areas: Building a Performance Culture
Leaders turn to Lin e Management f irs t , HR second , and OD third, for :
Enhancing w orkplace, produ ct iv i ty and per formance cul ture
Foster ing employ ee engagement and commitment
For Profit
Enhance Workplace, Productiv ity and Perf ormance Culture
Consulti ng Firm
Line Magm't
HR
External OD
Internal OD
60
50
40
30
20
10
0
For Profit
Foster Employee Engagement/Commitment
Consulting Firm
Line Magm't
HR
External OD
Internal OD
70
60
50
40
30
20
10
0
Support Sources (continued)
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63% of respond ents indicated they were ei ther very l ike ly (40%) or s omewhat
l ikely (23%) to invest in OD over th e next three years.
Do you expect that your investments in OD resources over the nextthree years will be less, about the same or more than during 2004?
39% of respond ents indicated their investments in OD would be mo re, 54% about
the same and 7% less th an in 2004.
For Profit
Likely to Invest in OD over Next 3 Y ears
Very Likely
Somewhat Likely
Neither L or UL
Somewhat UnL
Very Unlikely
50
40
30
20
10
0
For Profit
OD Investment in Next 3 Years Compared to 2004
MoreAbou t the SameLess
60
50
40
30
20
10
0
Likelihood of Investing in OD Resources
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Summary of Findings and Implications forOrganization Development and Human
Resources
Business Leaders across a wide swath of industries see opportunity for
HR and OD related work
There is considerable room to improve the perceived effectiveness of
organizations in areas that business leaders consider very important.
A high percentage of business leaders are likely to invest in OD over the
next three years, with about half planning to invest about the same, and
more than another third planning to invest more.
However, OD as a distinct field or function is barely even on the radar
screen for much of the work that OD could/should be helping with.
Business leaders usually go elsewhere, at least initially, for the support
they need and want (especially line management, HR, and consulting
firms).
OD needs to work with line management to support them, transfer their
knowledge, and exhibit a high degree of flexibility to make it happen.
Findings call for further inquiry as to ODs fundamental identity,marketing, branding, and positioning with executives and line managers.
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Leading in the 21st Centu ry
Nonprofit Review
New Jersey OD Network
Annual Sharing Day
May 4, 2006
Tim Lannan, Tim Lannan Consulting
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Respondent Gender
43%
57%
Males FemalesRespondent Age
45%27%
9.6%2.6%
14.8%
20 - 29 30 - 39 40 - 49 50 - 59 60+
Demographics of Nonprofit Respondents
Respondent Level of Management
23.5%3.5%
67.8%Middle Management Executive Management Other
235 Total respondents:
120 For Profit and 115 Nonprofit
Respondents are predom inant ly female, m iddle-aged, execut iv es.
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Organization Success Factors: Performance Gaps
1. Aligning and executing strategies in a way that advances the mission and is consistent
with core values2. Effectively addressing organizational culture for collaboration and strategic alliances
3. Effectively applying organizational change principles
4. Aligning strategies, people, systems and processes organization-wide to enhance
productivity and sustainability
5. Developing and maintaining the commitment of staff and volunteers to the goals of the
organization for better overall performance
6. Clarifying purpose and mission to inspire and engage staff and volunteers
7. Attracting and retaining top talent8. Leveraging and aligning existing information technology with business and people
strategies
9. Facilitating adoption and use of new information technologies for mission effectiveness
10. Using information technology to support learning and innovation
11. Enhancing reputation among communities where we work, and with clients, employees
and donors/funders
12. Enhancing employees commitment by focusing on service and contributions in the
community13. Ensuring accountability for values and ethics among employees and volunteers
14. Building leadership capacity for now and the future
15. Solving organizational problems systemically as opposed to solving them on a
piecemeal basis
16. Establishing collaborative relationships and partnerships among public, private and
nonprofit sectors
17. Increasing speed of response to emerging client and stakeholder needs through shared
commitments and organizational values
Gap
0.91
1.01
1.24
1.25
0.99
0.79
0.901.00
0.84
0.83
0.81
0.37
0.75
1.44
1.33
0.64
0.89
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Survey of Nonprofit Leaders
Key Findings for Importance and Effectiveness* **
*Actual Items appear on slides 15.
**Note: Items were pre-selected as important based on Phase I research and KITs.
Non-Profit Importance & Effectiveness
3.2
3.7
4.2
4 4.45 4.9
Importance
Effective
ness
4
2
315
14
8
10
9
17
111
57
13
6
16
LL LH
HHHL
12
High
Priority
Urgent
Weakness
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Survey of Nonprofit Leaders
Key Results
Urgent
2. Effectively addressing organizational culture for collaboration and strategic
alliances
Importance = 4.60; Effectiveness = 3.59; Gap = 1.01
3. Effectively applying organizational change principles
Importance = 4.51; Effectiveness = 3.28; Gap = 1.24
4. Aligning strategies, people, systems and processes organization-wide to
enhance productivity and sustainability
Importance = 4.74; Effectiveness = 3.49; Gap = 1.25
14. Building leadership capacity for now and the future
Importance = 4.75; Effectiveness = 3.30 Gap = 1.44
15. Solving organizational problems systemically as opposed to solving them ona piecemeal basis
Importance = 4.58; Effectiveness = 3.24; Gap = 1.33
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Survey of Nonprofit Leaders: Key Results
High Prior i ty
Items:
1.Aligning and executing strategies in a way that advances the mission and isconsistent with core valuesImportance = 4.90; Effectiveness = 3.99; Gap = 0.91
5. Developing and maintaining the commitment of staff and volunteers to the goals ofthe organization for better overall performanceImportance = 4.88; Effectiveness = 3.88; Gap = 0.99
6. Clarifying purpose and mission to inspire and engage staff and volunteers
Importance = 4.70; Effectiveness = 3.90; Gap = 0.79
7. Attracting and retaining top talentImportance = 4.83; Effectiveness = 3.91; Gap = 0.90
11.Enhancing reputation among communities where we work, and with clients,employees and donors/fundersImportance = 4.85; Effectiveness = 4.04; Gap = 0.81
13.Ensuring accountability for values and ethics among employees and volunteersImportance = 4.72; Effectiveness = 3.99; Gap = 0.75
16.Establishing collaborative relationships and partnerships among public, private andnonprofit sectorsImportance = 4.64; Effectiveness = 4.00; Gap = 0.64
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Survey of Nonprofit Leaders: Key Results
High Priority Verbatim themes and illustrative quotes
Establishing collaborative relationships and partnerships among
public, private, and nonprofit sectors (Item # 16)
This is the key to sustainability in the 21st century
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Sources of Expertise and Support
Building leadership capacity for now and the future
Nonpro f i t leaders turn to Line Management f i rs t and HR secon d foridenti fy in g, attract ing , develop ing and retainin g leadersh ip talent.
Line management is the pr imary resource for foster ing leadership co urage,
decis ion m aking and pro blem s olv ing, with HR and Internal OD a distant
second.
Non-Profit
Identify /Attracting/Dev elop/Retain Leadership Talent
Other
Nonprofit Management
Consulting Firm
Line Management
External O.D. Firm
HR/Internal O.D. De p
40
30
20
10
0
Non-Profit
Foster Leadership Courage/Decision Making/Problem Solving
Other
Nonprofit Management
Consulting Firm
Line Management
External O.D. Firm
HR/Internal O.D. Dep
50
40
30
20
10
0
To whom do you/would you most likely turn for support in each of the
following areas?
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OD Investment Intentions
How likely is it that your organization will invest/continue to invest
in OD resources (people and money), either in-house or
outsourced, over the next three years?
67% of respondents in dicated they were either very l ik e ly (36%) or s omewhat l ike ly
(31%) to invest in OD o ver the next th ree years
Do you expect that your investments in OD resources over the
next three years will be less, about the same or more than during
2004? 40% of respo ndents indic ated their investments in OD wou ld be more, 47% about
the same and 9% less than in 2004
Non-Profit
Likely to Inv est in OD over Next 3 Years
Very Likely
Somewhat Likely
Neither L or UL
Somewhat UnL
Very Unlikely
40
30
20
10
0
Non-Profit
OD Investment in Next 3 Years Compared to 2004
MoreAbout the SameLess
60
50
40
30
20
10
0
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Summary of Findings and Implications for
the Organization Development Community
Nonprofit Leaders across a wide swath of industries see opportunity for
HR and OD related work
There is considerable room to improve the perceived effectiveness of
organizations in areas that nonprofit leaders consider very important.
A high percentage of nonprofit leaders are likely to invest in OD over thenext three years, with about half planning to invest about the same, and
more than another third planning to invest more.
However, OD as a distinct field or function is barely even on the radar
screen for much of the work that OD could/should be helping with.
Business leaders usually go elsewhere, at least initially, for the support
they need and want (especially line management, HR, and consultingfirms)
OD needs to work with line management to support them, transfer their
knowledge, and exhibit a high degree of flexibility to make it happen
Findings call for further inquiry as to ODs fundamental identity,
marketing, branding, and positioning with executives and line managers
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Conclusions and Next Steps
Promote awareness of survey results: Disseminate andfacilitate dialogue about and use of findings with key stakeholders(HR, OD, line management, professional organizations, academics,etc.)
Continue to evolve Nonprofit Sector Team: Recruit otherswith expertise in and passion around organization development andnonprofits to join us in exploring how Organization Development asa profession can add value to US-based nonprofit organizationsand empower them to deliver their missions more effectively Define Organization Development within the larger context of
capacity building in nonprofit organizations
Make available online a list of resources that OD professionals working
in the nonprofit sector have found helpful (ideally in a wikipedia-typeformat), along with a summary of how OD is understood and used in thesector.
???
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Enterprise Sustainability ActionTeamESAT)
Jeana Wirtenberg, Ph.D David Lipsky, Ph.D
Annual Sharing DayMay 4, 2006
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What is Sustainability?
How can the present generation meet i ts needs inways that are not only econom ically viable,environmentally sound and socia lly equi table butthat also allow future generations to do the same
United Nations World Commission on Environment and Development (The
Brundtland Commission), Our Common Future, 1987
Companys ability to achieve its business goalsand inc rease long -term shareho lder value by
integrat ing econom ic, environmental and social
opportunities into its business strategies.From participants of Symposium on Sustainability Profiles in Leadership,
NYC, October 2001.
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What is Sustainability?
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When It All Comes Together tm
What does it take to bui ld
The Sustainable Enterprise?
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Enterprise Sustainability
Action TeamOverview and Purpose:Develop a fieldbook or primer including practical tools, case
studies, references and resources for supporting the sustainableenterprise. Outputs will be multi-dimensional: online, multi-media(DVDs, CDs), and a hard copy book
Target Audience: Boards of Directors, Senior Management,Business leaders and managers, OD practitioners working(internal and external), HR Leaders and HR professionals
Methods: Sub-teams design and work on sections on SustainabilityKnowledge Network Portal (www.sknworldwide.net). Monthlyconference calls of entire team to dialogue, ensure integrationand synthesis, build momentum, and create accountability.
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Enterprise Sustainability
Action Team
Fieldbook Outline:
1. Mental Models and Sustainability
2. Strategy Formulation
3. Leadership
4. Employee Engagement
5. Trans-Organizational Collaboration
6. Change Management
7. Making it Personal
E i S i bili
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Enterprise Sustainability
Action Team
Who is on the team?
Overall Team Leaders: Jeana Wirtenberg & David Lipsky
Mental Models and SustainabilityJohn Adams, Tom Drucker,* BethApplegate, Linda Kelley
Strategy FormulationJohn Adams, Eric Balinski, Govi Rao, SusanNickbarg* LeadershipDan Twomey, Karen Davis, Shakira Abdul-Ali, Beth
Applegate, Terri McNichol, Linda Kelley*
Employee EngagementJeana Wirtenberg*, Bill Russell, Orrin Judd,Dick Knowles, Kent Fairfield
Trans-Organizational Collaboration, Social Networks - BillRussell*, Linda Kelley, Govi Rao, Karen Davis, Susan Nickbarg
Change ManagementRosemary Dietrich*, Sangeeta Rao
Making it PersonalDavid Lipsky*, Beth Applegate
*
E t i S t i bilit
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Enterprise Sustainability
Action Team
Chapter Contents. Examples:
Mental Models and Sustainability
Introduction and overview
Mental Models and sustainability
Building the Case for Sustainability
The Role of Global OD in Fostering Mental Modelsfor Sustainability
Building a Critical mass of Sustainability Thinking
Implementing ChangeKey Success Factors
E t i S t i bilit
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Enterprise Sustainability
Action Team
Chapter Contents. Examples: Employee EngagementKey Assumptions
Employee engagement underlies and is foundational to anorganizations ability to be sustainable
We co-create the conditions and invite people to come into theconversations that are important to the people in the organization andthe organizations sustainability
Key Question: How do we purposefully engage with the natural tendenciesto self-organize rather than doing something to employees,manipulating or coercing them?
Methods:
Identify and interview key representatives from companies which are
committed to moving towards sustainability for lessons learned,best/next practices.
Create how tos and Case Study examples to illustrate
Examine companies that have great employee engagement initiativesbut have not applied to sustainability
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Making It Personal
Team Leaders: Beth Applegate & David Lipsky
Purpose:
Create a vehicle where people who are
passionate about sustainability have
the opportunity to learn and share
personal stories of success and
failures. Make these learnings available
to the Sustainability community to help
build the energy for our efforts.
Example:
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Business Strategy Action Team (BSAT)
BSAT plans to produce a reference guide for senior executives interested in utilizing OD principles and
practices to improve overall business performance (late 2006, working title only Strategic TalentDevelopment Investments: A Reference Guide for Business Executives).
The Scope Team has recommended the following focus areas:
What measurable value does OD offer to profit & nonprofit organizations?
How Can clients recognize an OD opportunity
What benefits may clients expect from OD interventions?
What professional competencies should clients consider in selecting a consultant to pursue potential OD benefits?
The ROI team has recommended:
Expanding focus beyond ROI formula to business performance metrics
Defining the role of metrics within OD, focusing on tangible (quantifiable) and intangible (non-quantifiable) benefits
of OD initiatives on business results
Examining metrics targeting key OD/talent development areas of a) business impact; b) processes andapproaches; c) learning organizations; d) OD/talent development department performance; and e) individual
OD/talent development program performance
The Systems team has summarized key topics covered in the latest OD practitioner literature to outline the
headings to be included in the new executive reference guide.
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Change Model Action Team (CMAT)
More challenging to launch; need more
members
Emphasis on Action Learning
Will partner with ESAT and Change
Management subteam
Will review Boeing Change Model and
other models
8/13/2019 21 Century Leadership 1
46/46
46
What Next?Not the end of the story
What is your passion around these areas?