The 3⁴ Concept for Organizational Development
Posted: Sat Jan 25, 2025 4:03 am
It is irrelevant whether the change is due to competition from new offers or new technologies. Dealing with them has long since ceased to be a new challenge. However, the knee-jerk approach of maintaining old structures - after all, they have worked well for a long time - and simply expanding them by adding new functions only works to a limited extent. Even converting a single team to agile methods only has a very limited effect. If you understand an organization as more than just an administrative framework, namely a functional, value-creating construct, it is not an easy task to find a holistic approach to its development. Simple blueprints are then no longer sufficient.
The 3⁴ Concept for Organizational Development
The 3⁴ concept for organizational development represents a structured approach to successfully initiate and develop an organization. Our goal is to derive suitable measures and create an organizational structure that not only accepts change, but actively integrates it into the work process. It is of central importance that the organization has a firm foundation for the willingness and ability to learn and change.
Our concept is based on the assumption that every organization cyprus consumer email list has an individual starting point, which is defined by its structure, change culture and strategy processes. The motivation for further development arises from the discrepancy between current practice and future requirements.
Our described concept for this further development consists of 4 modules, each of which includes 3 perspectives or steps.
Module 1 – Clarification of the task, strategy development and action planning
In this module, we clearly define the mission, assess the maturity level of the organization, derive measures and enable the transition to a continuously evolving organization.
Some of the steps and possible actions include:
Identification of factual and social influencing factors
Systematic recording of the target image and its operationalization
Consideration of the compatibility of goals with each other
Analysis of the prevailing value chain in the context of actual practice
Recording of prevailing control processes (e.g. portfolio processes) at different levels and in different granularities
Identification of specific risks and development of appropriate measures
Assessments of dealing with changes in operational processes
identification of key positions
conducting interviews
conducting training courses and workshops
team and individual coaching
By applying this approach, we can not only develop individual solutions, but also promote the flexibility and scope for action of the organization.
The 3⁴ Concept for Organizational Development
The 3⁴ concept for organizational development represents a structured approach to successfully initiate and develop an organization. Our goal is to derive suitable measures and create an organizational structure that not only accepts change, but actively integrates it into the work process. It is of central importance that the organization has a firm foundation for the willingness and ability to learn and change.
Our concept is based on the assumption that every organization cyprus consumer email list has an individual starting point, which is defined by its structure, change culture and strategy processes. The motivation for further development arises from the discrepancy between current practice and future requirements.
Our described concept for this further development consists of 4 modules, each of which includes 3 perspectives or steps.
Module 1 – Clarification of the task, strategy development and action planning
In this module, we clearly define the mission, assess the maturity level of the organization, derive measures and enable the transition to a continuously evolving organization.
Some of the steps and possible actions include:
Identification of factual and social influencing factors
Systematic recording of the target image and its operationalization
Consideration of the compatibility of goals with each other
Analysis of the prevailing value chain in the context of actual practice
Recording of prevailing control processes (e.g. portfolio processes) at different levels and in different granularities
Identification of specific risks and development of appropriate measures
Assessments of dealing with changes in operational processes
identification of key positions
conducting interviews
conducting training courses and workshops
team and individual coaching
By applying this approach, we can not only develop individual solutions, but also promote the flexibility and scope for action of the organization.