Imagine a scenario we've seen unfold time and time again: A company that prides itself on being a tech innovation trendsetter embarks on a high-spirited journey to revamp its corporate culture. Leadership is all in, pouring resources into comprehensive workshops, inspirational team-building retreats, and even a vibrant rebranding of company values that now grace every corner of the office and the digital workspace alike. Management feels good. Employees have their healthy, but well-camouflaged doubts.
In our rapidly evolving business landscape, two often discussed yet frequently confused concepts are Organization Design (OD) and Organizational Development (also OD). Although they share the same acronym, their focuses, processes, and outcomes are distinct, each playing a crucial role in the success and adaptability of organizations. Considering the prominence of the two terms, it’s surprising how frequently they are used interchangeably in interviews, meetings, and projects, often leading to avoidable misunderstandings.
Believe – 2024: Drawing Inspiration from “Yes, Virginia” for Business and Change Leadership in the New Year.
Each Christmas season, Macy's iconic store in New York City adorns its façade with a single, powerful word: "Believe."
This tradition is inspired by the timeless message of the New York Sun’s 1897 editorial "Yes, Virginia, there is a Santa Claus." A young girl named Virginia had written a letter to the newspaper wondering whether Santa Claus existed. She asked for confirmation from a credible source while her friends mocked her for what she believed to be true. The response she received from Francis Pharcellus Church became one of the most famous editorials in newspaper history. Its message is a timeless and heartwarming affirmation of the existence of Santa Claus, not as a person but as coming to life through our positive actions and embodiment of values such as hope and goodwill. The now-famous editorial symbolizes the powerful spirit of childhood wonder, hope, and joy. Transcending its original context, it is a rallying cry urging us to translate our beliefs and hopes into positive action.
At the beginning of 2023, McKinsey surveyed more than 2,500 business leaders around the world. The results went into the report on The State of the Organization 2023.
At the time, only half of the participating organizations said they were well prepared to anticipate and react to external shocks, and two-thirds saw their organization as overly complex and inefficient.
Tomorrow, we are celebrating a holiday in the U.S. that is uniquely anchored in gratitude and appreciation. When we express what we are thankful for, we typically refer to the wonderful things in our lives that we are enjoying right now.
The Organization Design Forum offered an insightful session on the of role AI in Organization Design last week.
The use of AI has become a central question in boardrooms and executive meetings. Evidently, companies must find ways of positioning themselves around AI as a new opportunity to innovate services and increase effectiveness. Why should the field of Organization Design, which typically assists companies in such efforts, be any different?
New York, NY, September 7, 2019
Forbes Coaches Council Is an Invitation-Only Community for Leading Business and Career Coaches
—LC GLOBAL® Consulting, a change, growth, and innovation consulting and coaching firm based out of New York City, has been accepted into Forbes Coaches Council, an invitation-only community for leading business and career coaches.
Many established companies struggle immensely with the concept of becoming more agile. On the one hand, they wish to react quickly to unforeseen circumstances by creating innovative opportunities. On the other hand, they fear that their size, level of establishment and need for structure might get in the way – or simply – that chaos will break loose if they even try.
One thing is clear, much of today’s business success depends on the ability of an organization to flexibly adapt to unforeseen circumstances, changing markets and new trends.
The way we do business has dramatically changed in the past 30 years: We work in decreasingly hierarchical workplaces; we often interact in flexibly changing work-groups, projects, or team settings; we overly rely on technology;