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How do you design an

intervention?

How do you Design an

Intervention?

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Lirio

Vicki

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§ Liked solving problems

§ From Math to Education

§ 8 Children

§ Mentor

Lirio’s OD Journey §  P&G

•  Organization Effectiveness

•  Total Quality

•  Corporate Training

§  1st Asian to be accredited as a facilitator for the 7 Habits

Insert Lirio’s Photo here

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§ More artistic

§ Design instead of off the shelf

§ Psychology

§ Focus on the person

§ Psych vs. Socio

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Vicki’s OD Journey §  BanCom

§  Unionbank x 3)

§  Department of Health

§  iBank (International Exchange Bank)

§  Focused on Filipino companies

Insert Vicki’s Photo here

INTERNATIONAL EXCHANGE BANK

HEAD CENTER FOR LEARNING

1995-2006

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iBank

§ Vision of owners was to be the epitome of service

§ Test: The Bank Run of May 2000

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Ingredients

1. Vision, Strategies, Values, Standards, Metrics Alignment. 2. Leadership Commitment: Champions & Models

Ingredients

3. Employee Centered HR Philosophy &Practices=Employee Engagement 4. Continuous Learning From Onboarding, Top To Guards, Messengers, Utility Personnel 

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Ingredients

5. Enable, Empower, Measure, Feedback, Reward, Recognize, Celebrate! 

Recipe for Success

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Interventions

Indicators integrated in the PMS

Standards tied to Measurable Indicators

Alignment of Standards & Moments of Truth

PMS based on Customer & Leadership Surveys

Interventions

Rewards & Recognition (even for guards)

Data from Surveys cascaded during Leadership Night every March

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KOTTER’S MODEL FOR CHANGE

Create a Sense of Urgency

Form a Powerful Coalition

Create a Vision

P R E P A R E

1

2

3

KOTTER’S MODEL FOR CHANGE

Communicate the Vision

Remove Obstacles

Create Short-Term Wins

I M P L E M E N T

4

5

6

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KOTTER’S MODEL FOR CHANGE

Build on the Change

Embed the Change into the Culture

M A N A G E

7

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PROCTER & GAMBLE

Head of Organization Development

1986 - 1996

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P&G

• High revenues, but low profits

• The GM had me report directly to him

• Pain Point: Misaligned organizational metrics & silo thinking

Interventions:

VMOS - OGSM & Teambuilding

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Strategy Deployment and Deployment System

Long Term Vision

Develop Strategy

Review & Adjust

(Monthly & Qtrly.)

Do the plans

Deploy Strategy &

Check Capability

Purpose

Values

Direction

O G S M Corporate  

O G S M

ACTION PLANS

Action Target

Do The Plan

Reviews

Func-onal  OGSM  

Individual  Performance  Goals  

Interventions

Shortened the approval process from 7 signatures to 3

Put in new shared measures (ex. Forecast Accuracy)

VMOS - OGSM & Teambuilding

Training & Employee Campaign on “0OOS”

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Recipe for Success

Ingredients § Putting on the GM’s hat vs. functional hat

§ Spirited collaboration & open communication through 7 Habits

§ Focus on systems & teams (alignment)

§ MBTI (personality awareness)

§ Winning Cultures!

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Winning Cultures

Designed intentionally

Leader-led

Established framework

Shared language

4

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How do I build a Business

Case?

Interviews with the

Influencers (Dominant Coalition)

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1. If the organization were a person, how would you describe this person? What and where are the pain points?

2. Where does this person want to be? What are her aspirations?

3. If you could grant this person 3 wishes, what would they be?

4. What are the organization’s strengths?

5. What do we have to work on to achieve our wishes?

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6. What external factors will help the organization achieve its aspirations?

7. What are the barriers or challenges to achieving our wishes?

ASSESSMENTS (OHA, OCS, EES, LQ, SLQ)

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HAPPINESS CHECKS

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People: Personal Leadership character * competence

Relationships: Interpersonal Leadership TRUST

Management: Managerial Leadership Style * Skills

Organization: Alignment Shared Mission, Vision & Values Strategy * Structure Systems (Decision Making, Work Process, Rewards, Information, development & Selection)

OHA Covers

Interpersonal

Managerial

Organization

Four Levels of Leadership

Center  for  Leadership  &  Change,  Inc.  

Personal

Alignment

Empowerment

Trustworthiness

Trust

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How do I link OD Findings with OD

Interventions?

What do I do with the findings?

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LEARNING  NEEDS  WORK  ENVIRONMENT  

NEEDS  

PERFORMANCE    NEEDS  

BUSINESS  NEEDS  

Discover Deeper Causes & Connections: Use a Results Map

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SYNTHESIS 4 Phases: 1. Diagnosis 2. Pre-Solution 3. Solution 4. Measurement &

Sustainability

Summary of Best Practices •  Buy-in and modeling of top Leadership

•  Clear plan to cascade (Communication Plan)

•  Start with your top performers and early adapters

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NOW, YOUR TURN FOR

AN OD ASSESSMENT

QUESTIONS?

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Thank you!