the best example, in the last two decades, of a global company going
through a massive process of organisation development, was British
In 1982 it was "airline of last resort", plagued by inefficiences,
appalling customer service, a reputation for never listening to its
employees, and losing a lot of money. (it lost USD100m in 1982)
By 1990, it was receiving accolades from business travellers as being
responsive to customers, efficient, safe, comfortable and above all
making money - USD320m in 1990.
Why? In that period it underwent the most in-depth
transformation from being a monolith which survived inspite of itself,
to one which became a model for others.
In short, it totally and radically transformed its culture.
senior consultants, all of whom have been in senior management
positions themselves within major corporates, have that expertise, or
immediate access to it, through our large network of associates.
We have conducted significant OD assignments locally, at a major local
bank, a global F & B manufacturer, an international financial
institution and a property development and construction group.
If within your company, you have recognised an urgent and significant
need to change the whole way in which you manage your business, then
please do talk with us about how we may be able to help and guide you
through this massive process.
We'd like to think that if the local bank mentioned above had not
talked with us, they may not now be one of the ten Anchor Banks in
Development (OD) is nothing new, it's been practiced for hundreds of
years. Simply put, it is the process any organisation goes
through when it wants to undertake a major, and often
fundamental, change in the way it does business.
This change could be necessitated by many things - eg: drop in
customer/market share, drop in profitablity, a merger between two or
more companies, a paradigm shift demanded by economic or political
factors in their main market place, etc etc.
But, one thing is absolutely certain, no change will be ultimately
successful unless a number of critical success factors are considered:
- Is top management's vision shared throughout the company?
- How well do our employees understand our need for change?
- Once they understand it, how will we ensure they support it?
- Does our systems' infrastructure support our new culture?
- Do our HR policies and practicies support our new culture?
- How will we get our employees to buy-in to the new culture?
- Are our employee reward and performance management
processes in tune with the new culture?
- Will our recruitment practices and standards support our new
- Have we considered the new competencies we need in our
- Are we clear about consistently communicating our message
throughout the company?
- Is every member of top management prepared to live by the
new culture, every single day, very visibly?
- Are we clear that the balance sheet impact of this change
process must be seen by all as an investment, not
- Do we have the expertise in-house to make all this happen?