Organizational Development

1

What is the value of your organization?

Who does your organization serve and what change do you seek to create and when?

 

This is a key question as within the answer is the value an organization brings to a market, society, or specific customer. Without a firm and agreed understanding an organization can't grow or transform.

2

Theory of Change

Once the value to the customer is determined then an organization must determine how to formulate and implement this value so that it can be recognized and trusted by the customer. This is in essence strategic management and an organization can't do one without the other and expect success. The third part of strategic management is responding to the unexpected by understanding external and internal constraints and assumptions. Development of a theory of change for an organization is an iterative process that brings together all parts of an organization to deliver its value.

The APM Organizational Development Process

 

During the first phase, APM will work with the organization to determine what value it brings or aims to bring to society in terms of change. We will map out how internal strengths (efficiencies) are interacting with external impacts (effectiveness) and if these 5 factors are aligned with value generation. APM will create a diagnostic and work with the organization to construct a theory of change. During the second phase APM will work with the organization's leadership to create a road map to align the 5 key elements of the organization with its value, in terms of the change that the organization seeks to create.

Figure1: The APM Organizational Development Model focuses on examining the above 5 elements and to create a logic model to accentuate value.

3

Measuring to Learn

There are key aspects about performance management that an organization has to have prior to starting any measurement strategy

 

  1. Define what you want to learn based on your theory of change
  2. Determine what you want to show and to whom, collect data, and convert data to information
  3. Create knowledge by understanding what an organization does well and examine improvement opportunities, without blaming, but rather understanding and acknowledging the challenge
  4. Use the knowledge to develop improvement plans and implement

 

By anchoring performance management in the organization’s theory of change, a holistic approach will be used and all stakeholders will see benefits of metrics and contribute to the effort. The key is to develop a culture of measurement as the process outlined below is iterative.

Figure2: APM Performance Management Model