ORGANIZATIONAL DEVELOPMENTCORE GROUP

Academy Session 2011, ParisOctober 30th and 31st 2011

EUROPEAN SCOUT REGION

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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.”

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Workshop @ Academy 2011

Stephen Peck (UK)

Matthias Gerth (Switzerland)

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Intro

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

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Managing change

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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

Managing change

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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.”

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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

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Organisational cultureKey organisational behaviours

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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

ANALYZE PLAN EXECUTE CONTROL LEARN

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Project ManagementHolistic approach: From A to Z

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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

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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

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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

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Project managementCONTROLLING

Tracking progress

Regular reporting

Evaluation

Lessons learned

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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

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Summary

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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

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