Organisational Development & Consulting Services
Organizational Development refers to strategies and initiatives that align, promote and encourage the improvement of an organization so it can achieve its mission, fully realize its potential and maximize its ability to make positive and lasting contributions to its clients and shareholders. The consulting process places equal focus on the development of the individual employee and the organization as a whole.
Strategic Planning and Implementation
Clarity of purpose is foundational. We offer assistance in the formulation of strategic and tactical plans.
Working with organizations and companies to help them plan and implement significant changes in their organizations. Change management involves the continuous process of aligning an organization with its marketplace and doing it more effectively than the competition. We work with our clients to create systematic, planned programs of change that address the continuous synchronization of the key “levers” of strategy, operations, culture, and reward.
Helping a team to develop its ability to work more effectively together. Building rapport and trust is necessary in today’s participative approach to work. We offer assistance in building specific team charters, communication channels, and feedback mechanisms. We intervene with teams at levels and help them become more proficient in the key areas of intrapersonal, interpersonal and team performance.
We offer workshops incorporating experiential exercises, problem solving scenarios, and case studies to help teams explore dynamic underlying effective team performance.
A good leader can make a success of a weak business plan, but a poor leader can ruin even the best plan. That’s why developing effective leadership by using a consistent talent management program at all levels across the organization can return significant business value. To identify, attract, fill, and retain corporate leadership talent, companies need leadership development programs focused on hiring strategies, employee development, and career and succession planning. Leadership development initiatives today typically offer performance support and real world application of skills through such methods as training programs, coaching and mentoring, action learning, and developmental assignments. Combining instruction with a real business setting helps people gain crucial skills and allows the organizations to attack relevant, crucial, real-time issues. The goal of leadership development ultimately involves action not knowledge. Therefore, development today means providing people opportunities to learn from their work rather than taking them away from their work to learn. It is critical to integrate those experiences with each other and with other developmental methods. State of the art leadership development now occurs in the context of ongoing work initia- tives that are tied to strategic business imperatives (Dotlich & Noel, 1998; Moxley & O’Connnor Wison, 1998).
Effective organizations are described systems as operating systems that are made up of the following interconnected moving parts: the aim of the organization (strategy) shared and seen as important by staff within the organization and stakeholders external to the organization; resources put into the organization to achieve the strategy (inputs); ability the organization has to advance toward outcomes using available resources (performance capacity); activities of the organization towards outcomes (performance actions); results of system performance (outputs); changes in lives as a result of system performance (outcomes); and feedback from clients, staff, partners, key other stakeholders, and the community about how well the organization is achieving its desired outputs and outcomes (feedback from the environment). Feedback drives continuous improvement of strategy, which in turn drives continuous improvement of inputs, performance capacity, and performance actions, which in turn drives continuous improvement of outputs and outcomes.
Organizational Growth Management
Most senior managers pay close attention to the strategic side of growth the “wheres,” “whens,” and “hows.” Yet many underestimate the importance of organizational factors in translating a growth strategy into reality. This oversight can dampen a company’s growth plans: organizational processes and structures that are well suited to today’s challenges may well buckle under the strain of new demands or make it impossible to meet them. Likewise, key employees may lack the skills needed to cope with the additional complexity that growth brings. The specific organizational challenges companies face as they grow will differ according to their growth strategies. By managing organizational complexity early, however, any company can improve the odds that its growth plans will succeed—while making it less difficult than ever to get things done.
Alternative Revenue Streams
ARS is a service we provide to organizations that just fall short of the financial capacity they need to fulfill their mandates or even reach their objectives. Our target clients are municipalities who are unable to raise funds over and above what is allocated to them in order for them to achieve the goals they have set in their Intergrated Development Plans (IDP). Integrated Development Planning is an approach to planning that involves the entire municipality and its citizens in finding the best solutions to achieve good long-term development.
An Integrated Development Plan is a super plan for an area that gives an overall framework for development. It aims to co-ordinate the work of local and other spheres of government in a coherent plan to improve the quality of life for all the people living in an area. It should take into account the existing conditions and problems and resources available for development. The plan should look at economic and social development for the area as a whole. It must set a framework for how land should be used, what infrastructure and services are needed and how the environment should be protected. All municipalities have to produce an Integrated Development Plan (IDP). The municipality is responsible for the co-ordination of the IDP and must draw in other stakeholders in the area who can impact on and/or benefit from development in the area.
While this service is not limited to Municipalities, we do service other organizations such as NGOs that would like to be eligible for support from potential funders. The process involves an understanding of the clients’ goals and objectives and whether they are positioned in such a way that they can access the necessary resources.