Key Learnings

Identifying and understanding the range of major OD intervention techniques and how they can be applied. Identifying ways interpersonal, team, and intergroup techniques fit into OD program. Understanding the change strategies.

Industry Example 1 (P&G)

CHANGE 1:
P&G CEO Lafley makes changes that began with previous CEO in the 1990s. Significant changes made on structural lines. Previous CEO, Jager, made changes using combative style.

CHANGE 2:
Corporate headquarters undergoing change. Executives have open offices. Division presidents offices located with their teams. Changes made without alienating employees.

Industry Example 1 (P&G)

ANALYSIS:
Why did one CEO succeed in making changes while another failed?
Jager gruff and Lafley soothing. Jager bullied and Lafley persuades.

Lafley says of change: we are in the business of leading change.

Industry Example 2 (Microsoft)

OD in Practice: Is It a Kindler, Gentler Microsoft? Changes at Microsoft initiated at top. Gates stepped down as CEO and appointed Ballmer CEO and president. Both wanted to reinvent Microsoft. Microsoft restructured to be responsive to customers.

Industry Example 2 (Microsoft)

OD in Practice: Is It a Kindler, Gentler Microsoft? Executives given power to run units with less supervision. Ballmer encouraging everyone to rethink the way they do their jobs. Ballmer wants people to be respectful to others

Industry Example 2 (Microsoft)

OD in Practice: Is It a Kindler, Gentler Microsoft? He wants managers to work collaboratively. Collaboration may produce complacency and stifle innovation. Ballmer has history of humiliating executives that may discourage real change.

Organization Iceberg Approach to OD intervention