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November 5th 2019

Organisational development for disruptive times

Rupert Morrison, CEO of OrgVue, talked about the benefits of investing in organisation development.

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November 5th 2019

Organisation Development Manifesto presentation

Nick Holley, Director of CRF Learning's presentation on the key findings of CRF’s Organisation Development Manifesto.

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November 5th 2019

Organisation Development Manifesto by Mee Yan Cheung-Judge

Dr. Mee-Yan Cheung-Judge, Senior Visiting Fellow, Roffey Park, shared the three reasons that OD is critical and timeless and suggested some areas in which OD may be able to support HR colleagues.

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November 5th 2019

OD’s quest for relevance: Are we sleeping at the wheel?

Dr. Chris Worley, Senior Research Scientist at the USC Marshall Center for Effective Organizations, explored the perils of OD’s staying in place.

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November 5th 2019

Introduction to The Product Field

Within the workshop session, he discussed how OD can be used to solve a particular business challenge. The activity was designed to move theory into practice on a real organisational issue. Participants had the opportunity to apply OD thinking to a real business challenge.

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November 5th 2019

Handout - The Product Field

Within the workshop session, he discussed how OD can be used to solve a particular business challenge. The activity was designed to move theory into practice on a real organisational issue. Participants had the opportunity to apply OD thinking to a real business challenge.

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October 11th 2019

Agile Organizations, Not Just Teams

Amy discusses how teams don’t necessarily make for agile organisations. Amy argued in her session, teams alone are not sufficient to address the challenge of how to get diverse organisation components – each optimising their own business models, time horizons, technologies, and customer segments – to all fit together. To build agile organisations, organisations must be able to make good and fast decisions while deploying complex strategies, leaders need to focus on five counter-intuitive ideas. Amy Kates is an organisation designer and managing partner at Kates Kesler Organization Consulting, based in New York City. She advises business leaders around the world and teaches programmes at the Executive School of Business, Denmark and Cornell University Executive Education.

  • Tags
  • Agility
  • Productivity
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October 11th 2019

The Agile Dashboard: Speed, Interaction and Pivot

Measuring Organisational Agility: Speed, Interaction Time and Pivot Agility is about time. Time is the definitive shift in recent decades. We are now experiencing exponential rather than linear rates of change, and we are mostly ill-prepared because there is so much uncertainty. Joe explained that increased uncertainty is creating decision chaos – the world has moved from complicated (problems were ultimately solvable – a strategy could be plotted, like chess) to complex (like poker, we now have to make a decision before we see the next card), and many organisations and their leaders are paralysed by this uncertainty and the risk it entails. Paralysis leads to waiting to move, but this is the worst thing an organisation can do in a complex world. Instead, organisations need to get information, decide fast and execute.

  • Tags
  • Agility
  • Productivity
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October 11th 2019

Creating the Right Culture

Once we figure out what kind of organisation we want to create, we then face the huge challenge of making it actually work. That means changing how people think and how they behave. It means, in other words, changing the culture (that is, what people say and do when they think you are not looking). John argued that it is not culture change per se that is hard. Organisational cultures are always evolving. The challenge is changing them in the direction you intend. As a leader, you are a role-model, whether you want to be or not. You influence the culture in your part of the organisation through the day-to-day things you say and the decisions you make. If you are like most leaders, usually you make it worse, not better. Many leaders undermine their lofty messages of change by failing to break old habits of how they talk and how they act, what they pay attention to and who they reward.

  • Tags
  • Culture
  • Agility
  • Productivity
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October 11th 2019

Winning the 20's: The Organization of the Future

It’s a bad time to be average or ordinary as a company, with less growth, lower returns, and diminished organisational longevity increasingly common. We are seeing a polarisation of performance, and the profitability gap between winners and losers is widening. Technology is driving change at multiple levels, bringing us new processes and efficiency standards, new offerings and business models, new ways of organising within and across companies, and new ways of leading and managing. Given this context, there is no time for complacency. So, as the next decade approaches, business leaders must look beyond near-term pressures and understand at a more fundamental level what will separate the winners from the losers in the 2020s. To prepare for new competitive imperatives, leaders will need to go beyond simply adopting artificial intelligence (AI) or other technologies—instead, as Martin discussed in his session, they must fundamentally reinvent the enterprise through the lens of technology. Martin discussed several imperatives for designing the organisations of the future.

  • Tags
  • Future of Work
  • Agility
  • Productivity
  • Global Talent Management
  • Talent Management
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