Organisation Development (OD) is a process of conscious, structured interventions designed to improve the functioning, performance and culture of an organisation over the long term.

Its main objectives include increasing efficiency, optimising internal processes, improving employee engagement and adapting to change.

If the organisation is in a growth phase, has structural problems, high turnover or low employee engagement, it is advisable to start an OD project.

The steps in the process are: diagnosis, target setting, planning and implementation of interventions, evaluation and maintenance.

HR focuses on managing people, while OD focuses on the complex development of organisational structures, processes and culture.

Coaching, workshops, team building programmes, restructuring, developing value-based leadership, optimising communication channels.

A detailed baseline mapping is carried out based on interviews, questionnaires, focus groups and organisational performance indicators.

Depending on the size of the organisation and its objectives, the project can last from 3 months to 1-2 years.

Leaders are key players: leading by example, supporting change, actively participating in the process and providing resources.

This approach is a cornerstone of OD: interventions are developed in collaboration with participants, iteratively and with feedback.

Increased efficiency, improved employee satisfaction, reduced turnover, stronger company culture, better cooperation.

Management resistance, mistrust, lack of resources, communication difficulties and a general fear of change.

The external consultant has an objective view of the organisation, is not emotionally involved and has the experience to move forward in a structured way.

Before-and-after surveys, KPIs (e.g. productivity, turnover), employee satisfaction, customer feedback and feedback loops.

Culture is one of the most decisive factors - it determines the operational framework, communication habits, and the way we deal with change.

Through workshops, focus groups, idea competitions and regular feedback, staff can be actively involved in the process.

Yes, focused improvements in specific areas (e.g. teams, processes, leadership) are possible, although these often trigger systemic change.

Empathy, systems thinking, facilitation skills, strategic thinking, analytical insight and excellent communication skills.

The cost will depend on the duration and depth of the project and the assets involved, but will usually be proportionally recovered through operational improvements.

Recommended readings: Beckhard: Organisational Development; Cummings & Worley: Organisation Development; courses at AIHR or ODWorld training.