Organizational Development - Vol. V, Part II

team needs to build a compelling case and consistent themes across its development
strategy.
Build support across key sponsors - Executive development professionals need to have a
deep set of contacts both inside of the organization and across many functions and
outside with thought leaders and experts. Many organizations have found that Advisory
Boards, which seek to create a formal process of soliciting the input from stakeholders as
highly effective. Relationships with internal executives, who are increasingly used as
―faculty‖ to delivery development, are important to nurture. A strong professional
network is the ―currency‖ of the development professional.
Ground development in business challenges – When in doubt, development that is rooted
in solving current and significant business challenges will always prevail over
development that is designed to round out a leader or a group of professionals.
Shorten the timeline – Especially in light of budget cutbacks that are all too common in
organizations today, it is important that development is focused on solving current
operating cycle issues and challenges. Development plans that span many quarters risk
never being fully implemented.
Market successes – Successful development professionals, like any other professionals in
the organization, are quite good at highlighting their impact for the organization and
making sure to create "buzz" for their work and activities. Whether through formal ROI
studies or informal anecdotal reviews that are circulated to strategic individuals, it is key
to promote success.
Executive Development 2.0
Below are key factors that are impacting the field of executive development:
Time frame – The speed with which organizations need to revise strategies, launch new
products and services, expand their global footprint, etc. continues to accelerate; more
rapid means of enabling the organization and its leaders to make these changes are
required from the development function.
Share of mind – Executives are incredibly taxed with an increasing set of responsibilities;
mid-level management has been reduced and the number of stakeholders (community,
environment, government, etc.) has increased, all putting incredible pressure on leaders.
Development that is not of immediate value risks elimination.
Budget – The current economic situation has put great pressure on all expenses across the
organization, executive development is no exception. Centralized development budgets
are all targets, while certain activities such as executive coaching that may be paid out of
a business unit budget may be more insulated from cutbacks.
"Bottom line" HR – As many organizations have become more results oriented and
quantitative for all support functions, there is increased pressure for HR and all of its
components to "raise its game" and prove in business terms its impact.
These factors are creating a new operating context for executive development professionals. In
response to this new environment, The Institute of Executive Development has articulated a
vision of what Executive Development 2.0 will look like:
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