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Title: Jeana Wirtenberg, Ph'D Jeana Wirtenberg


1
Leader Survey Results Challenges and
Opportunities in the For Profit and Nonprofit
Sectors
Jeana Wirtenberg, Ph.DJeana Wirtenberg
Associates, LLC, and The Institute for
Sustainable Enterprise, Fairleigh Dickinson
UniversityTim LannanTim Lannan Consulting
The survey was supported by the Institute for
Sustainable Enterprise, Fairleigh Dickinson
University The web survey design and
administration was generously supported by
Quantisoft, LLC. Acknowledgments for
significant contributions go to the Research Team
of the Global Committee on the Future of
OD Lilian Abrams, Ph.D, Mal Conway, Howard
Deutsch and Elliott Greene, Quantisoft LLC,
Gerard Farias, Ph.D, Joel Harmon, Ph.D, Joan
Slepian, Ph.D Tom Rich, and Jeff Wides, Ph.D.
2
  • Agenda
  • Purpose and Objectives of the Presentation
  • The Global Committee on the Future of OD
  • Background and Overview of Phase I Research
  • Phase II Research Leader Survey
  • Methods and Sample
  • Results in For Profit Sector
  • Results in Nonprofit Sector
  • Comparison of For Profit and Nonprofit Sectors
  • Implications for HR, OD and TD

3
  • Purpose and Objectives
  • Gather information from business leaders to help
    define the future of Organization Development
  • Identify the most important factors driving
    business success from a people and organizational
    perspective, as reported by senior business
    leaders
  • Understand the most likely sources of expertise
    and resources that senior business leaders will
    use to address those challenges (and to see where
    HR/OD professionals fit in)
  • Determine potential OD clients awareness and
    perceptions about OD
  • Identify the likelihood of future investments in
    OD resources
  • Provide the academic community with information
    that may be useful in planning/redirecting
    academic programs and courses

4
Global Committee on the Future of OD
  • Vision Linking OD values and contributions
    worldwide to create vital, successful
    organizations and communities
  • Mission Uniting, energizing and mobilizing
    thousands of OD practitioners, business leaders
    and academics worldwide to advance the field of
    OD and add value to all stakeholders, in an
    ever-changing world
  • 14-person self managing Leadership Team
  • 12 business, nonprofit and academic
    researchers/practitioners
  • Over 200 volunteers, over 60 Advisory Board
    Members (Business, Academic, Nonprofit,
    Government)
  • Project Sponsors
  • Institute for Sustainable Enterprise, Fairleigh
    Dickinson University
  • Dr. Don Cole, The OD Institute
  • Dr. Mila Baker, Chair of Board of Trustees, OD
    Network
  • Dr. Rita Aloni, President of International OD
    Association

5
Phase I OD SWOT Survey Over 900 Responses
  • GCFOD survey sent to over 6000 members of OD
    Network, O.D. Institute, International
    Organization Development Association, NTL
    Institute and NJ OD Network to assess present
    weaknesses and strengths of the field.
  • Findings published in article by J. Wirtenberg,
    L. Abrams, C. Ott, Assessing the Field of
    Organization Development, Journal of Applied
    Behavioral Science, December, 2004.
  • Top Three Strengths
  • Systemic Orientation/Change Management
  • Techniques and Processes Teamwork/Leadership
    Development
  • Values OD Brings to Practice
  • Top Four Areas For Improvement
  • Lack of Definition and Distinction of the Field
    of OD
  • Lack of Quality Control of Practitioners
  • Insufficient Business Acumen of
    Practitioners/Insufficient
  • Emphasis on Customer Needs
  • Insufficiently Clear ROI/Value of the Work

6
Communities of Practice
  • The Global Committee on the Future of OD
    consisted of the following Communities of
    Practice (COPs)
  • Business Sector Organized several industry
    teams including
  • Pharmaceutical/Bio-Tech/Medical Device, High
    Tech/Telecom,
  • Banking/Financial/Insurance,
    Energy/Manufacturing/Utilities
  • Nonprofit Sector Active engagement of diverse
    group of nonprofit professionals and
    practitioners
  • U.S. Government Sector Under development
  • Country/Region efforts to organize in Canada,
    India, Thailand,
  • Finland, Germany and other countries linkage
    established to
  • regional U.S. OD organizations

7
Business Leader Survey
  • For Profit Methods
  • Survey designed and piloted with COPs (Nov-Dec
    2004)
  • Internet based survey sent to approx. 16,500
    business leaders
  • CEOs, VPs, Directors of Fortune 1000 companies
    across all industries from a purchased list,
    mostly from U.S. with some Canada
  • Supplemented by COPs forwarding to their
    actual/potential clients and/or submitting names
    anonymously
  • Supplemented by e-mail notices with links in
    newsletters of five sponsoring organizations,
    GCFOD newsletters and notices, letters to
    Advisory Board members, etc.
  • Press releases sent to 36 major business and HR
    organizations with personal follow-up
  • Numerous announcements at OD network meetings,
    conferences, etc.

8
Survey Development and Distribution
  • Nonprofit Methods
  • Survey designed and piloted with Nonprofit COP
    (Nov-Dec 2004)
  • To maintain comparability, survey had parallel
    but slightly modified questions to apply to, and
    use language of nonprofit sector
  • Internet based survey sent to Nonprofit leaders
  • National, local, and regional nonprofit
    associations and organizations distributed
    information about and links to the survey through
    list serves, email, and electronic newsletters.
    Membership associations asked to participate in
    this effort included the Alliance for Nonprofit
    Management, National Council of Nonprofit
    Associations, Association of Fundraising
    Professionals, Aspen Institute, ARNOVA, Charity
    Channel national nonprofit organizations
    included Girl Scouts, Planned Parenthood and the
    Urban Institute.
  • Supplemented by COP members forwarding to their
    actual/potential clients and/or submitting names
    anonymously
  • Supplemented by e-mail notices with links in
    newsletters of five sponsoring organizations,
    GCFOD newsletters and notices, letters to
    Advisory Board members, etc.
  • Press releases sent to 36 major business and HR
    organizations with personal follow-up
  • Numerous announcements at OD network meetings,
    conferences, etc.

9

Demographics of For Profit Respondents
Respondents are predominantly male, middle-aged,
executives.
235 Total respondents 120 For Profit and 115
Nonprofit
10
For Profit Survey Respondent Demographics
(contd.)
  • Annual Sales and Number of Employees
  • Companies ranged from small (lt25M) and medium
    size to very large (25B), with a relatively
    wide and even distribution
  • Industry Focus
  • There was a good representation of companies
    across a wide spectrum of industries, with
    highest concentrations in manufacturing,
    financial services, and high tech
  • Company Life Cycle
  • Organizational life cycles were spread across all
    categories, from those expanding, to those in
    their prime, early bureaucracy, declining, and
    revitalizing
  • Functional Area
  • There was a large distribution of functional
    areas, with General Management the most common
    category

11
Key Integrated Themes
Six Key Integrated Themes (KITs) from Phase I
formed the foundation for the Core Questions in
Phase II
  • Globalization, Multi-Cultural, and Whole System
    Perspective
  • Building Great Workplace, Productivity, and
    Performance Culture
  • Leveraging Technology and Worldwide Integration
  • Corporate Social Responsibility Is Increasing
  • Building Leadership and Organizational
    Capabilities for the Future
  • Regulatory Environment and New Organizational
    Forms

12
Questionnaire Design
Business Success Factors (17 questions) Framed
by the six KITs from Phase I research
Future Investments (4 questions)
Sources of Expertise and Support (17
questions) Framed by the six KITs from Phase I
research
Respondent Demographics (9 questions)
13
Sample Questions for Importance and Effectiveness
Section 1 Business Success Factors A series of
statements about key areas of business success
follows. For each statement there are two
questions for you to answer 1. What is the
importance of this key area to your organization
(i.e., that level of your company with which you
are most closely associated, e.g., entire
enterprise, business unit, etc.)? 2. How
effective is your organization's performance in
this key area? In answering each question, think
about how it impacts your "bottom-line results".
14
For Profit Business Success Factors Performance
Gaps
Gap 1.03 1.35 1.02 1.26 1.12 1.07 1.27 0.92 0
.78 0.72 0.67 0.34 0.63 1.45 1.27 0.58 0.93
  • Aligning and executing strategies in a way that
    meets financial goals and are consistent with
    core values
  • Effectively addressing organizational culture
    during organizational realignments, industry
    consolidations and mergers and acquisitions
    (MAs)
  • Effectively applying organizational change
    principles to business and product life cycles
  • Aligning strategies, people, systems and
    processes organization-wide to enhance
    productivity and profitability
  • Developing and maintaining the commitment of the
    workforce to the goals of the organization for
    better overall performance results
  • Clarifying purpose and mission to inspire and
    engage the workforce
  • Attracting and retaining top talent
  • Leveraging and aligning existing information
    technology with business and people strategies
  • Facilitating adoption and use of new information
    technologies for competitive advantage
  • Using information technology to support learning
    and innovation
  • Enhancing reputation among communities where we
    work, with consumers and with employees and
    investors
  • Enhancing employees commitment by focusing on
    corporate citizenship in the community and
    contributions
  • Ensuring accountability for business ethics among
    employees at all levels
  • Building leadership capacity for now and the
    future
  • Solving organizational problems systemically as
    opposed to solving them on a piecemeal basis
  • Establishing collaborative relationships and
    partnerships among public, private and nonprofit
    sectors
  • Increasing speed to market and profit for
    critical products and services through shared
    commitments and organizational values

15
Business Success FactorsKey Findings

Note Items were pre-selected as important based
on Phase I research and KITs.
16
Business Leader For Profit SurveyKey Results
Urgent? Items 2. Effectively addressing
organizational culture during organizational
realignments, industry consolidations and mergers
and acquisitions (MAs) Importance
4.52 Effectiveness 3.17 Gap 1.35 14.
Building leadership capacity for now and the
future Importance 4.63 Effectiveness
3.18 Gap 1.45
17
  • Urgent?
  • Verbatim themes and illustrative quotes
  • Effectively addressing organizational culture
    during organizational realignments, industry
    consolidations and mergers and acquisitions
    (MAs) (item 2)
  • These events are windows of opportunity, but
    the role and processes of culture disruption and
    change are not taken seriously
  • Challenge of execution of MAs and realignments
    too little, too late
  • OD should be playing a key role in this, but it
    does not
  • I consider these events to be windows of
    opportunity to revisit and renew a commitment to
    organizational culture
  • Usually the weakest link in the
    people/process/technology triangle of keys to
    success
  • Organization talks about the importance of
    aligning cultures during reorganizations/restructu
    ring however they do not design OD interventions
    that assist in the alignment. They expect people
    impacted by the change to adapt.

18
  • Urgent?
  • Verbatim themes and illustrative quotes
  • Building leadership capacity for now and the
    future (item 14)
  • Challenges cited around developing leadership
    capacity include
  • Internal philosophies and practices around
    growing your own
  • Defining, recognizing and rewarding leadership
    attributes
  • Perceived Lack of Time
  • Retirement
  • Little or no succession planning in their
    organization
  • Have seen no evidence of trying to build future
    leadership capability
  • Need more work on succession strategy
  • We focus on managing the business instead of
    leading people and teams

19
Business Leader For Profit SurveyKey Results
  • High Priority?
  • Items
  • Aligning and executing strategies in a way that
    meets financial goals and are consistent with
    core values
  • Importance 4.80 Effectiveness 3.77 Gap
    1.03
  • Aligning strategies, people, systems and
    processes organization-wide to enhance
    productivity and profitability
  • Importance 4.64 Effectiveness 3.38 Gap
    1.26
  • Developing and maintaining the commitment of the
    workforce to the goals of the organization for
    better overall performance results
  • Importance 4.78 Effectiveness 3.66 Gap
    1.12
  • 6. Clarifying purpose and mission to inspire and
    engage the workforce
  • Importance 4.56 Effectiveness 3.50 Gap
    1.07
  • 7. Attracting and retaining top talent
  • Importance 4.74 Effectiveness 3.46 Gap
    1.27

20
  • High Priority?
  • Verbatim themes and illustrative quotes
  • Aligning and executing strategies in a way that
    meets financial goals and are consistent with
    core values (item 1)
  • Critical importance of alignment between
    strategies, values, tactics to deliver bottom
    line business results, and delivering
    shareholder value
  • Measuring effectiveness (metrics) and project
    management (scheduling) are keys to success in
    aligning and implementing strategies
  • Tension between strategic alignment and tactical
    execution is often resolved in favor of tactical
    execution
  • This is a key area of focus to improve
  • Our primary strength is in being consistent with
    our core values.
  • Getting the proper balance is a struggle, have
    gone through cycles where the numbers rule and
    then when core values rule.
  • How to measure effectiveness is a huge barrier
    especially for interventions that do not tie
    easily to the bottom line or ROI.

21
  • High Priority?
  • Verbatim themes and illustrative quotes
  • Aligning strategies, people, systems and
    processes organization-wide to enhance
    productivity and profitability (item 4)
  • Leadership sees this alignment as important
    however, it is not always given high priority.
  • Complexity of processes, business needs, size,
    and business models makes this increasingly
    difficult to accomplish
  • Productivity is a direct function of process and
    the effective alignment of vision, strategy and
    people.
  • Personally this is very important to me, but at
    my company support varies as to how much time to
    spend on alignment.
  • No longer clear path. Profitability depends
    more on new, undefined business models with no
    track record in an environment where customers
    are competitors and old rules have turned upside
    down.
  • As we have grown, this has become more difficult
    to accomplish

22
  • High Priority?
  • Verbatim themes and illustrative quotes
  • Developing and maintaining the commitment of the
    workforce to the goals of the organization for
    better overall performance results profitability
    (item 5)
  • Developing and maintaining commitment to the
    goals of the organization is vitally important
  • Systems and processes must be in place to support
    engagement and commitment
  • A great strategy that is poorly executed fails.
    To execute companies have to have alignment and
    the engagement of its workforce. Engagement is a
    multiplier good and bad to the execution
    component.
  • The company cant only expect employees to
    commit to high performing results until it
    demonstrates the commitment to employees growth
    both professionally and personally.

23
  • High Priority?
  • Verbatim themes and illustrative quotes
  • Clarifying purpose and mission to inspire and
    engage the workforce (item 6)
  • Inspiring and engaging the entire organization
    around its mission is critical
  • Mission and purpose statements are often
    ambiguous and unclear they only make sense to
    the upper levels of the organization and mean
    little to the lower levels
  • It is a critical Leadership responsibility
  • Depends on the level of the organization most
    effective at upper levels
  • The mission statement was written by a senior
    team with no input from the hoi polloi and then
    groomed by an agency. We see it on our external
    website, but thats about the extent of it.

24
  • High Priority?
  • Verbatim themes and illustrative quotes
  • Attracting and retaining top talent (item 7)
  • Attracting and retaining talent is important in
    most areas
  • Attracting talent is often viewed as being more
    important than retaining it, particularly in the
    recent economy
  • We are very good at this in the areas of the
    company we deem to be critical or strategic to
    our success (i.e., RD, Sales) and we are less
    effective at this in the areas that are more
    tactical in nature
  • High turnover rate as a direct result of
    sacrificing employees for shareholder value
  • Dissatisfaction has existed for last 5 years and
    was waiting for the job supply to catch up.
    Turnover will increase over next 1-3 years.
  • We give lip service to valuing people, but our
    corporate culture and structure does not put this
    value into practice.

25

To whom do you/would you most likely turn for
support in each of the following areas?
Urgent areas? Positioning industry
consolidation, MA, and strategic alignment for
success from a cultural perspective?
Business leaders turn to line management first,
consulting firms second, HR third, and OD fourth
when positioning industry consolidation, MA,
and strategic alignment for success from a
cultural perspective.
26

To whom do you/would you most likely turn for
support in each of the following areas?
Urgent areas? Building leadership capacity
for now and the future
  • Business leaders turn to HR first, and line
    management second for
  • identifying, attracting, developing and
    retaining leadership talent.
  • Business leaders turn to line management to
    foster leadership
  • courage, decision making and problem
    solving

27

To whom do you/would you most likely turn for
support in each of the following areas?
  • High Priority Areas Building a Performance
    Culture
  • Leaders turn to Line Management first, HR second,
    and OD third, for
  • Enhancing workplace, productivity and performance
    culture
  • Fostering employee engagement and commitment

28
  • Do you have a distinct OD Department? If yes, to
    whom does it report?
  • Only 36 of all for profit respondents have a
    distinct OD department
  • Of those who did, 76 reported into HR, 16 into
    other staff and 9 into line management.

29
How likely is it that your organization will
invest/continue to invest in OD resources (people
and money), either in-house or outsourced, over
the next three years? 63 of respondents
indicated they were either very likely (40) or
somewhat likely (23) to invest in OD over the
next three years. Do you expect that your
investments in OD resources over the next three
years will be less, about the same or more than
during 2004? 39 of respondents indicated their
investments in OD would be more, 54 about the
same and 7 less than in 2004.
30
Comments from For Profit Panel
  • Joe Toto, Director, Leadership Development and
    Learning, Becton Dickinson Company
  • Bob Hoffman, Ed.D, Organizational Development,
    Oncology Business Unit, Novartis
  • Ellen Jackson, HR Director, Workforce Strategy
    Planning, ATT

31
Implications for You and Your Organization?
  • What overall implications do you see?
  • To what extent does OD play a central role in
    addressing these critical issues in your
    organization?
  • What could be done in your organization to
    increase awareness of the value of OD (both quick
    wins and long-term)?
  • In terms of the finding that business leaders
    often turn to line management for support, what
    are the implications for better positioning OD?

32
Nonprofit Results
33

Demographics of Nonprofit Respondents
Respondents are predominantly female,
middle-aged, executives.
235 Total respondents 120 For Profit and 115
Nonprofit
34
Nonprofit Survey Respondent Demographics (contd.)
  • Annual Budgets and Number of Employees
  • Annual budgets ranged from less than 500,000 to
    more than 10 million, with a relatively wide and
    even distribution, but most had fewer than 50
    employees
  • Industry Focus
  • There was a good representation of organizations
    across a wide spectrum of industries, with
    highest percentages in human services and health.
  • Organizational Life Cycle
  • Organizational life cycles were spread across all
    categories, with highest percentages in prime,
    expansion, and revitalization.
  • Functional Area
  • There was a large distribution of functional
    areas, with the vast majority in General
    Management.

35

Organization Success Factors Performance Gaps
Gap 0.91 1.01 1.24 1.25 0.99 0.79 0.90 1.00 0.
84 0.83 0.81 0.37 0.75 1.44 1.33 0.64 0.89
  • 1. Aligning and executing strategies in a way
    that advances the mission and is consistent with
    core values
  • 2. Effectively addressing organizational culture
    for collaboration and strategic alliances
  • 3. Effectively applying organizational change
    principles
  • 4. Aligning strategies, people, systems and
    processes organization-wide to enhance
    productivity and sustainability
  • 5. Developing and maintaining the commitment of
    staff and volunteers to the goals of the
    organization for better overall performance
  • 6. Clarifying purpose and mission to inspire and
    engage staff and volunteers
  • 7. Attracting and retaining top talent
  • 8. Leveraging and aligning existing information
    technology with business and people strategies
  • Facilitating adoption and use of new information
    technologies for mission effectiveness
  • 10. Using information technology to support
    learning and innovation
  • 11. Enhancing reputation among communities where
    we work, and with clients, employees and
    donors/funders
  • 12. Enhancing employees commitment by focusing
    on service and contributions in the community
  • 13. Ensuring accountability for values and ethics
    among employees and volunteers
  • 14. Building leadership capacity for now and the
    future
  • 15. Solving organizational problems systemically
    as opposed to solving them on a piecemeal basis
  • 16. Establishing collaborative relationships and
    partnerships among public, private and nonprofit
    sectors
  • 17. Increasing speed of response to emerging
    client and stakeholder needs through shared
    commitments and organizational values

36
Survey of Nonprofit Leaders Key Findings for
Importance and Effectiveness

High Priority
Urgent
Weakness
Actual Items appear on slides 15. Note Items
were pre-selected as important based on Phase I
research and KITs.
37
Survey of Nonprofit LeadersKey Results
Urgent 2. Effectively addressing
organizational culture for collaboration and
strategic alliances Importance 4.60
Effectiveness 3.59 Gap 1.01 3. Effectively
applying organizational change principles
Importance 4.51 Effectiveness 3.28 Gap
1.24 4. Aligning strategies, people, systems and
processes organization-wide to enhance
productivity and sustainability Importance
4.74 Effectiveness 3.49 Gap
1.25 14. Building leadership capacity for now and
the future Importance 4.75 Effectiveness
3.30 Gap 1.44 15. Solving organizational
problems systemically as opposed to solving them
on a piecemeal basis Importance 4.58
Effectiveness 3.24 Gap 1.33
38
Survey of Nonprofit Leaders Key Results
  • Urgent Verbatim themes and illustrative quotes
  • Effectively addressing organizational culture for
    collaboration and strategic alliances (Item 2)
  • Collaboration is a great idea, but it is often
    neglected or ignored
  • Creating a collaborative and trusting culture is
    hard.
  • The mission of most nonprofits is too large to
    accomplish without collaboration. Yet, our
    funding environment is competitive, which
    prevents nonprofits from developing collaborative
    attitudes.
  • There are so many details that we attend to,
    often our collaborations and alliances are put on
    the back burners, even though they can be very
    beneficial to our overall mission.
  • Our service units are often at odds, pulling for
    their own cause, not the bigger picture.
  • People relationships sink more organizations
    than the technical and other skill sets. I place
    this at the highest level of importance. It is
    extremely important to have trust, credibility
    and coordination of effort.

39
Survey of Nonprofit Leaders Key Results
  • Urgent Verbatim themes and illustrative quotes
  • Effectively applying organizational change
    principles (Item 3)
  • Non profits must continually change to sustain
    and achieve their mission.
  • Change is particularly challenging for
    nonprofits be nice culture.
  • The challenge is that we have many words, and
    different meanings around change dynamics, and we
    use a short-hand or abstraction, which in turn
    adds to confusion.
  • Nonprofits by and large find it difficult to
    change or innovate at a pace that can keep up
    with community needs.
  • Perhaps our concern for others leads to a "be
    nice" culture, which prefers the established over
    change. In other words we are not able to cope
    with change because we don't like conflict.
  • Intentional improvements, and even unexpected
    changes brought about by external factors, have
    seemed very disruptive to staff. The
    organization's staff are relatively
    inexperienced, and funding challenges make it
    difficult to hire and maintain more experienced
    folks (who would have more likely experienced
    change in past positions, and possibly even led
    change in the past).

40
Survey of Nonprofit Leaders Key Results
  • Urgent Verbatim themes and illustrative quotes
  • Aligning strategies, people, systems and
    processes organization-wide to enhance
    productivity and sustainability (Item 4)
  • Many nonprofits are actively engaged in
    developing new systems and strategies.
  • Day-to-day service needs and priorities take
    precedence over the development of new systems,
    processes, and strategic priorities.
  • Ambivalence about the meaning and value of
    alignment.
  • We invite in a business coach several times a
    year to tune us up in new strategies, systems,
    and processes.
  • The day to day mandates of outcomes and
    services, coupled with the needs of the clients,
    take preference over these activities.
  • The organization is in the early stages of its
    lifecycle. Many internal systems and processes
    are not fully formalized, documented, or
    consistently applied by staff.
  • Alignment is about respect for the whole,
    especially the people who make all the rest of
    the whole work. Add spirit, commitment and trust
    to productivity and sustainability... those are
    markers of the people part in this alignment.
  • The level of effectiveness is thanks to the
    people not the processes
  • I do not believe it is always healthy to always
    be aligned. Variety and novelty can be driven
    out.

41
Survey of Nonprofit Leaders Key Results
  • Urgent Verbatim themes and illustrative quotes
  • Building leadership capacity for now and the
    future (Item 14)
  • Desire to do more but lack of staff/money or
    advancement opportunities.
  • Doing what is possible with limited resources
    (e.g., mentoring).
  • Not seen as a priority by our communities and
    nonprofit leadership (boards and staff).
  • This is critical for both paid staff and
    volunteer leadership.
  • With a small staff, the internal leadership
    opportunities are fairly limited so we work hard
    to offer external leadership opportunities for
    personal growth.

42
Survey of Nonprofit Leaders Key Results
  • Urgent Verbatim themes and illustrative quotes
  • Solving organizational problems systemically as
    opposed to solving them on a piecemeal basis
    (Item 15)
  • Seen as important but difficult given
    fire-fighting the need for more
    money/resources and turnover in leadership.
  • No time/necessity for this approach to all
    problems.
  • This takes absolute discipline if you are used
    to being a brush-fire fighter...sometimes it
    feels overwhelming, but I am resolved that we
    continue.

43
Survey of Nonprofit Leaders Key Results
High Priority Items 1. Aligning and executing
strategies in a way that advances the mission and
is consistent with core values Importance
4.90 Effectiveness 3.99 Gap
0.91 5. Developing and maintaining the commitment
of staff and volunteers to the goals of the
organization for better overall performance
Importance 4.88 Effectiveness 3.88 Gap
0.99 6. Clarifying purpose and mission to inspire
and engage staff and volunteers Importance
4.70 Effectiveness 3.90 Gap
0.79 7. Attracting and retaining top
talent Importance 4.83 Effectiveness 3.91
Gap 0.90 11.Enhancing reputation among
communities where we work, and with clients,
employees and donors/funders Importance 4.85
Effectiveness 4.04 Gap 0.81 13.Ensuring
accountability for values and ethics among
employees and volunteers Importance 4.72
Effectiveness 3.99 Gap 0.75 16.Establishing
collaborative relationships and partnerships
among public, private and nonprofit
sectors Importance 4.64 Effectiveness 4.00
Gap 0.64
44
Survey of Nonprofit Leaders Key Results
  • High Priority Verbatim themes and illustrative
    quotes
  • Aligning and executing strategies in a way that
    advances the mission and is consistent with core
    values (Item 1)
  • Alignment between mission, activities, and
    strategic planning is critical.
  • The details of the work and the passion and
    interests of staff often make it difficult to
    maintain our strategic focus.
  • The impact of externalities (board, funding
    sources, clients emerging needs, etc.) often
    complicates this process, yet they are critical
    for success.
  • Strategic planning has resulted in much more
    efficient use of our resources and ensured that
    what we do is consistent with our vision and core
    values.
  • We each have to wear many hats. The details in
    our work sometimes bog us down and we lose sight
    of our overall mission.
  • Where we get less effective is due to occasional
    mission creep, driven by the passions and
    commitment of staff and volunteers.
  • Mandates of current funding sources impact daily
    actions.

45
Survey of Nonprofit Leaders Key Results
  • High Priority Verbatim themes and illustrative
    quotes
  • Developing and maintaining the commitment of
    staff and volunteers to the goals of the
    organization (Item 5)
  • Developing and maintaining commitment to the
    goals is vitally important.
  • Impact of differing priorities between staff and
    volunteers.
  • We have been fortunate in having most of our
    staff being passionately dedicated to our core
    mission of protecting the environment.
  • People are just too busy and committed to their
    own agendas to help.
  • Staff and volunteer priorities are often seen as
    mutually exclusive--if we invest in staff, then
    members will suffer, if we invest in members,
    then staff will feel left out.

46
Survey of Nonprofit Leaders Key Results
  • High Priority Verbatim themes and illustrative
    quotes
  • Clarifying purpose and mission to inspire and
    engage staff and volunteers (Item 6)
  • Inspiring and engaging the entire community is
    central and critical.
  • Mission statements are often problematic in
    focusing shared commitment and action.
  • We work hard at insuring that our purpose and
    mission resonate with everyone involved in
    driving the organization.
  • Our strategic planning process resulted in big
    improvements in this area.
  • Extremely difficult to coordinate all the
    agendas and motives and perceived means, into one
    reasonably cohesive purpose and mission that all
    stakeholders can support. Often what can be
    generally agreed to is that which is not
    offensive to everybody which is always too
    general and too amorphous to actually implement
    or succeed.
  • Mission and purpose statements are usually too
    general to inspire as compared to specific
    campaigns and strategies which can really be
    exciting and produce tangible results.

47
Survey of Nonprofit Leaders Key Results
  • High Priority Verbatim themes and illustrative
    quotes
  • Attracting and retaining top talent (Item 7)
  • Salary constraints make it difficult to attract
    and retain top talent.
  • Successful attraction and retention of nonprofit
    staff involves non-monetary compensation
    (meaningful work, recognition, quality of life,
    etc.).
  • Challenges include assessing and identifying top
    talent, cost-effectiveness of using external
    consultants (outsourcing), and succession
    planning.
  • Top talent is critical. Yet, when we write
    proposals we don't include wages that can attract
    top talent. "You are working for a charity" so
    you can't have better pay is the sector's overall
    attitude.
  • Retention has been maintained through
    recognition and education.
  • We are blessed to have a small staff of talented
    individuals who have been with us through
    difficult times and have stayed to enjoy the
    fruits of exciting program development.
  • We need to examine carefully how we are
    assessing top talent and what constitutes top?
  • Having top talent is dependent on the situation,
    the leadership within that setting, and faith
    that we can in fact, step up and do the work.
  • We are also improving in the area of succession
    planning.

48
Survey of Nonprofit Leaders Key Results
  • High Priority Verbatim themes and illustrative
    quotes
  • Enhancing reputation among communities where we
    work, and with clients, employees and
    donors/funders (Item 11)
  • Better staff, more money, and focus is needed to
    accomplish this.
  • This is critical to getting the work done and
    ensuring sustainability.
  • We have a good image and have recently improved
    in this area.
  • We need to do more to enhance our reputation.
  • We are well regarded among communities where we
    work and with clients/employees, but need to do
    much more to get the word out to potential
    donors.

49
Survey of Nonprofit Leaders Key Results
  • High Priority Verbatim themes and illustrative
    quotes
  • Ensuring accountability for values and ethics
    among all employees and volunteers (Item 13)
  • Many nonprofits have successfully done work in
    this area.
  • Non-profits are more sensitive to ethics than
    for-profits to begin with, perhaps too much so
    need to balance ethics values with
    accountability.
  • We are now working on and still have work to
    do in this area.
  • My experience is that people attracted to
    nonprofit that benefit society are more aware
    than other workers about values and ethics. Many
    nonprofit leaders and their followers get bogged
    down in the pool of what's right and wrong, and
    by who's standards.

50
Survey of Nonprofit Leaders Key Results
  • High Priority Verbatim themes and illustrative
    quotes
  • Establishing collaborative relationships and
    partnerships among public, private, and nonprofit
    sectors (Item 16)
  • This is the key to sustainability in the 21st
    century

51

Sources of Expertise and Support
Working cross-culturally
  • Nonprofit leaders predominately turn to line
    management to address culture issues related to
    collaboration and strategic alliances.
  • Nonprofit leaders turn to internal Human
    Resources or OD departments first, nonprofit
    management support centers second, line
    management third, and then to external OD and
    consulting firms when building skills and
    competencies in multi-cultural sensitivity and
    diversity.

To whom do you/would you most likely turn for
support in each of the following areas?
52

Sources of Expertise and Support
Creating a performance culture
  • Nonprofit leaders turn to Line Management first
    and foremost then to
  • HR and Internal OD for enhancing workplace
    productivity and performance culture. External
    OD consultants were a distant third.
  • Nonprofit leaders turn to Line Management first
    and then to HR and
  • Internal OD for building skills for innovation
    and flexibility in the workforce.

To whom do you/would you most likely turn for
support in each of the following areas?
53
Sources of Expertise and Support
  • Building leadership capacity for now and the
    future
  • Nonprofit leaders turn to Line Management first
    and HR second for
  • identifying, attracting, developing and
    retaining leadership talent.
  • Line management is the primary resource for
    fostering leadership courage,
  • decision making and problem solving, with HR and
    Internal OD a distant second.

To whom do you/would you most likely turn for
support in each of the following areas?
54


OD in the Nonprofit Sector
  • Do you have a distinct OD Department? If yes, to
    whom does it report?
  • Only 15 of all nonprofit respondents have a
    distinct OD department
  • Of those who did, 37 report to HR, 44 to other
    staff and 19 to line management.

55

OD Investment Intentions
  • How likely is it that your organization will
    invest/continue to invest in OD resources (people
    and money), either in-house or outsourced, over
    the next three years?
  • 67 of respondents indicated they were either
    very likely (36) or somewhat likely (31) to
    invest in OD over the next three years
  • Do you expect that your investments in OD
    resources over the next three years will be less,
    about the same or more than during 2004?
  • 40 of respondents indicated their investments in
    OD would be more, 47 about the same and 9 less
    than in 2004

56
Comparison of For Profit and Nonprofit Results
  • Most urgent areas in both sectors are
  • Effectively addressing organizational
    culture
  • (for profit) during organizational
    realignments, industry consolidations, and
    MAs
  • (nonprofit).. for collaboration and strategic
    alliances
  • Building leadership capacity for now and the
    future

57
Comparison of For Profit and Nonprofit Results
  • Non Profits rated every item higher in importance
    than for profits, with three statistically
    significant differences
  • Establishing collaborative relationships and
    partnerships among public, private and nonprofit
    sectors (4.6 nonprofit vs. 3.9 for profit)
  • Enhancing reputation among stakeholders(4.9
    nonprofit vs. 4.4 for profit)
  • Effectively applying organizational change
    principles (4.5 nonprofit vs. 4.1 for profit)

58
Comparison of For Profit and Nonprofit Results
  • Nonprofits rated most items higher in
    effectiveness than For Profits with six
    statistically significant differences
  • Establishing collaborative relationships(4.0
    nonprofit vs. 3.4 for profit)
  • Attracting and retaining top talent(3.9
    nonprofit vs. 3.5 for profit)
  • Clarifying purpose and mission to inspire and
    engage (3.9 nonprofit vs. 3.5 for profit)
  • Effectively addressing organizational culture
    (3.6 nonprofit vs. 3.2 for profit)
  • Enhancing reputation among stakeholders (4.0
    nonprofit vs. 3.7 for profit)
  • Solving organizational problems systemically as
    opposed to solving them on a piecemeal basis
    (3.2 nonprofit vs. 2.9 for profit)

59
Comments from Nonprofit Panel
  • Gayle Ellis Davis, Manager, Affiliate
    Relations/Community Relationships (Adults), Girl
    Scouts of the USA
  • Paige Carlson-Heim, Associate Director, Housing
    and Community Development Network of NJ

60
Implications for You and Your Organization?
  • What overall implications do you see? To what
    extent does OD play a central role in addressing
    these critical issues in your organization?
  • 2. What insights do you have about the
    differences between the For Profit and Nonprofit
    sector results?
  • 3. What thoughts do you have about what the For
    Profit or Nonprofit sectors can learn from each
    other?

61
  • Summary of Findings and Implications for
    Organization Development and Human Resources
  • Business Leaders across a wide swath of
    industries see opportunity for HR and OD related
    work
  • There is considerable room to improve the
    perceived effectiveness of organizations in areas
    that business leaders consider very important
  • A high percentage of business leaders are likely
    to invest in OD over the next three years, with
    about half planning to invest about the same, and
    more than another third planning to invest more.
  • However, OD as a distinct field or function is
    barely even on the radar screen for much of the
    work that OD could/should be helping with.
    Business leaders usually go elsewhere, at least
    initially, for the support they need and want
    (especially line management, HR, and consulting
    firms)
  • OD needs to work with line management to support
    them, transfer their knowledge, and exhibit a
    high degree of flexibility to make it happen
  • Findings call for further inquiry as to ODs
    fundamental identity, marketing, branding, and
    positioning with executives and line managers

62
Conclusions and Next Steps
  • Conclude in-depth analysis of data and publish
    findings promote public awareness, dialogue and
    debate
  • Discuss use of findings with key stakeholders
    (HR, OD, line management, professional
    organizations, academic institutions, etc.)
  • Galvanize debate among stakeholders on setting
    priorities for use of findings
  • Support action teams of Global Committee on the
    Future of OD -- Business Strategy Action Team
    Enterprise Sustainability New Models of Change,
    Development, Action Learning and Communities of
    Practice.
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