Organisational Development

Build organisational capability to fuel your success

A key leadership responsibility is to have a very clear knowledge of what your organisation does well today and what it needs to do well in the future to achieve your strategic and tactical goals. With this information, you can deal with any gaps that may hold your business back.

Organisations, like people, have unique characteristics along with specific strengths and weaknesses that contribute to overall performance.

An organisation’s results reflect the things it does well, and perhaps not so well. For example, it may put customer service at the heart of its strategy and execute that strategy with speed and precision yet fail to embrace the kind of innovation that would add long-term value to customers.

Organisational Capabilities

We use a catalogue of organisational capabilities that can be observed and measured to profile an organisation’s strengths and weaknesses. Senior leaders particularly enjoy the rich dialogue this enables, allowing them to define their business in a new way.

Organisational capabilities exist to the extent that there are people with a combination of areas of expertise that together result in higher-level, effective organisational strength. Therefore, a careful and well-planned leadership development and talent strategy are fundamental to success.

Organisational effectiveness is the sum of the systems and processes you have in place, the established cultural norms and your people’s competence.

Add to that relevant external factors in your marketplace, supply chain and regulatory environment. All together, they predict just how effective the execution of your strategy will be.

Aligning Vision and Strategy

Managing the interplay between all these elements is both an art and a science. LDN International has developed an efficient organisational development process to bring them together in a holistic approach that aligns and integrates your vision, mission, and strategy with your business practices and your people.

Logically, this would occur early in your strategic planning cycle, but this may not always be possible. For example, you may have a particular need, such as a rapid review of your operations in response to an external threat, a desire to shift organisational culture or plan for a merger or acquisition.

Once you have profiled your organisation, you can start the process of alignment to your strategy and determine the competencies your people need to contribute to enterprise success.

Is Your Organisation Ready For The Future?

Find out more about our approach to organisational development.