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Topics/Organisational Development
Topic

Organisational Development

Organisational development is the discipline of helping organisations become more effective as whole systems. These resources explore models and frameworks for understanding where your organisation is now and where it could go.

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Tools

Models for assessing organisational alignment and maturity - understanding the whole system, not just the parts.

Organisational Maturity Model|Organisational Maturity Model - 1. Initial:Emerging Stage|Organisational Maturity Model - 2. Managed:Repeatable Stage|Organisational Maturity Model - 3. Defined:Standardised Stage|Organisational Maturity Model - 4. Quantitatively Managed Stage|Organisational Maturity Model - 5. Optimising Stage
Organisational Maturity Model

An Organisational Maturity Model maps how developed your organisation's processes and capabilities are across five stages - from ad-hoc and reactive through to optimising and continuously improving. It helps you see where you are and what the next step looks like.

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McKinsey 7-S Model Framework|McKinsey 7-S Framework - Hard Elements|McKinsey 7-S Framework - Shared Values|McKinsey 7-S Framework - Skills|McKinsey 7-S Framework - Soft Elements|McKinsey 7-S Framework - Staff|McKinsey 7-S Framework - Strategy|McKinsey 7-S Framework - Structure|McKinsey 7-S Framework - Styles|McKinsey 7-S Framework - Systems
McKinsey 7-S Model

The McKinsey 7-S Model is a strategic framework that maps seven interconnected elements of an organisation - from strategy and structure to skills and shared values. It helps leaders understand how changing one part of the organisation affects everything else.

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Articles

Exploring what adaptive leadership means in practice and how it connects to the broader work of developing healthier organisations.

Adaptive leadership in practice - how to lead effectively when problems are complex, answers are unclear, and the organisation needs to learn its way forward
Adaptive Leadership: What It Means in Practice

Adaptive leadership is what's needed when the usual approaches stop working - when the problems are complex, the answers aren't obvious, and the organisation needs to learn its way forward rather than execute a plan. This article explores what it means in practice.

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