1 / 18

ORGANIZATIONAL DEVELOPMENT CORE GROUP Academy Session 2011, Paris October 30 th and 31 st 2011 - PowerPoint PPT Presentation

  • Uploaded on

EUROPEAN SCOUT REGION. ORGANIZATIONAL DEVELOPMENT CORE GROUP Academy Session 2011, Paris October 30 th and 31 st 2011. Putting strategy into action.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about ' ORGANIZATIONAL DEVELOPMENT CORE GROUP Academy Session 2011, Paris October 30 th and 31 st 2011' - gautam

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript




Academy Session 2011, Paris

October 30th and 31st 2011

Putting strategy into action
Putting strategy into action

“Strategy is the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill expectations of different target groups.”

Workshop @ academy 2011
Workshop @ Academy 2011

  • Stephen Peck (UK)

  • Matthias Gerth (Switzerland)


  • Language(s)?

  • Who are you? (Name, NSO, function, motivation)

  • What do you expect?  use the post-its

  • What is needed before you develop strategies and actions?

  • Write one example each of a successful and an unsuccessful strategy or change implementation from your NSO

  • Change management, organisational behaviour, project management

Managing change
Managing change

  • Why change things?

  • Why it‘s hard in Scouting and Guiding

  • People resist change, not organisations

  • Why it goes wrong

  • Plan to succeed

  • Dealing with resistance

  • Embedding the change in the culture

Organisational culture learning organization lo
Organisational cultureLearning Organization (LO)

“The LO concept was developed to help organisations cope with the rapid acceleration in the pace of change – a challenge also facing every NSO. Additionally, the LO approach is one that encourages Members to be involved and contribute to the NSO’s development. Member involvement is a growing expectation at all levels and the LO approach will help us to meet that expectation.”

Organisational culture key organisational behaviours
Organisational cultureKey organisational behaviours

  • Involve and consult our membership at all levels whenever possible

  • Flatten organisational structures

  • Share information and store it in an accessible way so that everyone can see the whole picture and can therefore contribute to discussions

  • Encourage learning and personal development…this is what we should be doing in Scouting anyway!

  • Regular external stimulus for the organisation's thinking and development

  • Adopt a holistic approach to strategy

Organisational culture key organisational behaviours1
Organisational cultureKey organisational behaviours

Project management holistic approach from a to z
Project ManagementHolistic approach: From A to Z

  • Analyzing

  • Planning

    • Specifying the desired results, determining the schedules, and estimating the resources

  • Organizing

    • Defining people’s roles and responsibilities

  • Controlling

    • Reconfirming people’s expected performances, monitoring actions and results, addressing problems, and sharing information with interested people

  • Learning


Project management holistic approach from a to z1
Project ManagementHolistic approach: From A to Z

Project management planning why and what
Project managementPLANNING: WHY and WHAT?

  • Why?

    • Strategic goals and vision

    • Aims and objectives: Aims are the changes you hope to achieve as a result of your work; Objectives are the activities you undertake and the services you offer to bring these changes about

  • What?

    • Availbility of resources (time, people, money, place)

    • Risk analysis

    • Budget and contraints

Project management planning smart objectives
Project managementPLANNING: SMART objectives

  • Specific

    • Define your objective clearly, in detail, with no room for misinterpretation.

  • Measurable

    • Specify the measures or indicators you’ll use to determine whether you’ve met your objective.

  • Aggressive

    • Set challenging objectives that encourage people to stretch beyond their comfort zones.

  • Realistic

    • Set objectives the project team believes it can achieve.

  • Time-sensitive

    • Include the date by which you’ll achieve the objective

Project management organization who how and when
Project managementORGANIZATION: WHO, HOW and WHEN?

  • Who?

    • Target groups (internal, external, support)

    • Team and roles: depending on type of project

    • Responsibilities

    • Boundaries and key players

  • How?

    • Resource allocation

    • Organizational chart

    • OK but keep room for creativity, stay flexible

  • When?

    • Schedule: Phases and milestones

Project management controlling
Project managementCONTROLLING

  • Tracking progress

  • Regular reporting

  • Evaluation

  • Lessons learned

Project management developing a project plan
Project managementDeveloping a project plan

  • Environment, vision, aims and objectives

  • Target groups

  • Schedule: Phases/Activities/Milestones

  • Risk analysis

  • Budget

  • Organizational chart

  • Team, roles and responsibilities

Support for your organization
Support for your organization

  • The Organisational Development Core Group

  • Tailored support: Consulting, workshops, etc.

  • The library of documents

  • OD seminar, February 11-12, 2012; Gilwell Park

  • Q&A