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2011

EUROPEAN SCOUT REGION

ORGANIZATIONAL DEVELOPMENT CORE GROUP Academy Session 2011, Paris October 30th and 31st 2011

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)

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
Why change things? Why its hard in Scouting and Guiding it s 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 culture Learning Organization (LO)

The LO concept was developed to help p p p 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 NSOs development. Member involvement is a growing expectation at all levels and the LO approach will help us to meet that d h h ill h l h expectation.

Organisational culture Key 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 developmentthis 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 culture Key organisational behaviours

Project Management Holistic approach: From A to Z

Analyzing Planning
Specifying the desired results, determining the schedules, and estimating the resources

Organizing
Defining peoples roles and responsibilities

Controlling
Reconfirming peoples expected performances, monitoring actions and results, addressing problems, and sharing information with interested people i d l

Learning ANALYZE PLAN EXECUTE CONTROL LEARN

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Project Management Holistic approach: From A to Z

Project management PLANNING: 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) Ri k analysis Risk l i Budget and contraints

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Project management PLANNING: SMART objectives

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

Measurable
Specify the measures or indicators youll use to determine whether youve 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 youll achieve the objective

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Project management ORGANIZATION: 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 management CONTROLLING

Tracking progress Regular reporting Evaluation Lessons learned

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Project management Developing 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

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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