Overview: Organizational Development Framework Organizational Area Stage 1 Creativity/Startup Stage 2 Direction/Establishment Stage 3 Delegation/Institution Stage 4 Consolidation/Permanence Organizational Growth Issues Survival/become known Expand range of services Build infrastructure Develop strategic approach Examine lines of business Retain mission focus Continue to reinvent organization Culture Characterized by Growth in many directions to “dysfunctional family” Formalized relationships, team identity, competence Aligned culture through organization, desire for performance, shared leadership Top Leadership Characterized by Individualistic Directive Delegative Communicative Organizational Structure Informal Centralized, functional divisions Decentralized, cross functional teams Streamlined for Effectiveness Organizational Systems Few systems Basic systems More sophisticated systems investment in systems/technology Resources Few sources of operating revenue Limited capital More diverse revenue/capital sources Beginnings of earned income Repeat/multi-year funding/capital sources Access to larger sources Approaching self-sufficiency More sophisticated capital Product/Program Single product Basic approach Multiple products/programs Develop more sophisticated approach Eliminate some products/programs Performance standards/trend analysis influence product design Focus program on core competencies More sophisticated analysis of environment/trends External Relations Activist Reactive Recognized Proactive Growth Issues Crisis of multiple roles Crisis of Direction Crisis of Control Crisis of Meaning
undocumented and dependent on leadership practices/policies consistent and documented Mission/Meaning Increases in Salary/Benefits Autonomy, Career Ladder, Titles Sabbatical, other professional development, external roles/focus Few systems Experimental processes Results-oriented measurement Basic systems Beginning of documented processes Articulated performance measurement standards More sophisticated systems Institutionalized processes Regular monitoring/ reporting of performance with trend analysis Major investment in systems/technology Long range planning feeds re-engineering of processes Interpret performance trends, reach for higher standards; institutionalize feedback loop Changing Systems and Resources Stage 1 Creativity/Startup Stage 2 Direction/Establishment Stage 3 Delegation/Institution Stage 4 Consolidation/Permanence Financial Systems Largely manual systems, some spreadsheets Few or no internal controls, one-drop staff Beginner Auditor Back-of-envelope budgeting by Director Basic reporting involved in details Non-compatible PC-based systems Some internal controls, add financial May change auditors for better fit More formal budgeting using historical data More complex reporting may form Finance Committee Consolidate financial software Established internal controls Develop relationship w/ auditor Defined budget process with staff involvement and clear goals Consolidate reporting Board streamlines information needs, delegates to Finance Committee and Staff Upgrade financial software, possibly customize More sophisticated controls to keep up with technology Work w/auditor around more complex financial structure Strategic budget process with analysis and multi-year projections Automate/streamline reporting looks at key, strategic financial indicators
External Stimuli Develop understanding of environment, key players Overcome skepticism Environment provides multiple opportunities Key players may be overconfident in organization’s abilities partnerships with movers and shakers Recover from earlier mis-steps Partnerships become more creative, established YOU become a player Staff /Management Structure Do what needs to be done Little division of on the job Staff divisions (and new hires) by programs Greater specialization Learn from experience, peers, conferences Staff division by lines of business Beginnings of middle management Beginnings of institutionalized learning Staff divided by lines of business / long term goals, more cross functional teams Complete management structure Formalized internal and external training External Relations ACTIVIST: Competition, making “shelf space” REACTIVE: Achieving public visibility and responding to public pressure RECOGNIZED: develop institutional relationships and partnerships PROACTIVE: become a player with ability to collaborate and possibly spin off other organizations Growth issues to next stage Crisis of multiple Crisis of Direction Crisis of Control Crisis of Red Tape Transition Characterized by Mourning over loss of activism Mourning over loss of family Mourning over loss of access to Director Mourning over loss of focus on mission (potentially)