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Do you think that your organisation lacks processes? Do you believe that the teams are good, but you want to make them more efficient? Does the organisation lack strong collaboration and communication across all levels? Then, you should know how Organisational Development Interventions can be useful for your company. Organizational development is an intervention that focuses on enabling culture development, bringing a positive impact, and fine-tuning business processes.  OD process is done by implementing proper processes, systems, and procedures that bring a positive impact to the operations in the organization.  According to a survey done by Quantum Workplace, 72% of executives agreed that organisations that were highly engaged had happy customers. Through OD, organizations grow sustainably, build high-performing teams, manage talent, bridge communication gaps, and enable teams to cultivate professionalism. It enables a positive and conducive organisational culture, where employees are driven, which in turn improves the productivity of the organization.  The intervention of OD could be anything, like team building, change management, leadership training, or creating Standard Operating Procedures (SOP), enhancing the communication skills of teams- anything that cultivates a positive work environment and optimizes the productivity of the organisation. The OD process focuses on driving sustainable growth and enhancing overall organisational effectiveness. Now you may think, how does it work?  The Organisational Development process is not just a random intervention. Organisational Development is a set of sequenced and planned actions or interventions. The entire process is comprehensive and dedicated to upscale the overall productivity in the organization. OD process streamlines certain processes, creates processes for managing operations, or it can be a goal-based training workshop for specific teams. Here, as you can notice, the efforts that go into such interventions are strategic and specific to a target.  Why would organizations need the OD Process? The answer is simple. Technologies evolve, and with that, there are processes that need to evolve, and so do employees. From employees who need to follow the processes to the ones who need to adapt and evolve in their working style, the OD Process comes into the picture. Any organization, from MSMEs to big corporate companies, in order to make the workplace process-centric and more productive, would need Organizational Development.  The goals of organizational development Overall effectiveness in an organization comes when the process is right, the communication flow is proper, there are no conflicts in the workplace, the employees are engaged, the customers are happy, and the organization grows sustainably.  Improvement in Organizational Culture  Just like how Rome was not built overnight, so is a conducive organizational culture. Even if it is built, it needs acceptance and adherence by all team members. It requires clear values, open dialogue, and intentional practices that keep employees engaged and keep the environment conducive. As OD intervention specialists, we identify the levers that influence culture—what motivates your team, what holds them back, and how to create an environment where people thrive. Reduction of Workplace Conflict Conflicts drain energy and productivity. It is a demotivating factor for teams and creates disengagement. It takes a toll on the employees. According to a survey by Workplace Peace Institute, 77% of respondents cited lack of trust as a primary trigger, 72% – personal clashes, and 70% facing conflicts due to lack of role clarity.  Through effective change management, collaborating with HR Management and structured OD processes, we address the root causes—be it communication gaps, unclear roles, or a lack of team cohesion—and replace them with team harmony and collaboration. Facilitating Change & Adaptability  Change is inevitable. The one being the only constant. Whether it is new technology, leadership shifts, or market demands, the MSMEs and big businesses must be in pace to be in pace with the current trends of the market. The right OD strategy factors in the need to align teams with the bigger picture. They enable smooth transitions and lessen the resistance to change within the organisation.  Enhancing Communication One of the strengths  of any organization lies in its communication flow. From leadership to front-line teams, Organization Development tools help streamline messages, remove silos, and build a culture of transparency and trust. Attracting & Retaining Talent A vibrant organizational culture and clear career growth path naturally attract top talent. OD initiatives focus on building an employee-first ecosystem where people feel valued and and engaged. This move vastly improves the organizational productivity. Employee Engagement A report of State Of The Global Workplace shows that highly engaged employees see an 18% decrease in employee turnover.  Engaged employees are productive employees. Organizational Development helps create roles with purpose, feedback loops that matter, and recognition systems that inspire continuous improvement.  Sustainable Growth When culture, people, and processes align along with goal orientation, scalable growth becomes a byproduct. A well-executed OD process ensures your organization isn’t just scaling, but scaling smartly and sustainably. Key Components of the OD Process A success of an OD Process lies in its structure, strategic framework and finding the key areas of improvement, its implementation, acceptance and finally its adherence. We as OD Intervention Specialist help your business evolve and thrive. At TBMPL, we believe that when you get the fundamentals right, everything else follows: your teams, your processes, and your team’s performance. Let’s dive into the key components of the OD process that drive real change: 1. Diagnosis of Organizational Needs The first step in the OD process is understanding the current scenario of the organziation. This includes analyzing company culture, workflows, leadership effectiveness, communication patterns, and employee engagement levels. The goal is to uncover gaps and opportunities for improvement. 2. Feedback and Data Sharing Once we collect data, it’s crucial to share insights with the leadership and teams transparently. This phase fosters trust and lays the groundwork for collective problem-solving—a key element in both organizational culture and change management. 3. Strategic Planning for Change Now comes the planning stage. Based on the diagnosis, we craft interventions aligned with business goals—whether it is organisational restructuring, redefining roles, enhancing communication, or training leadership. This is where change

Are you a gambler or a businessman? Are you a successful careerist or are you moving in blindfolded? We’ll have answers to these questions. In this segment, we will discuss why planning is important. Simply put, planning is a methodology to achieve your goals. It is widely believed—and rightly so—that if you truthfully answer the questions known as the “Five Ws and One H” (What, Where, When, Why, Who, and How), you will be able to solve all problems, personal or professional. For effective planning, you need to provide insights and clear answers to all these questions. Planning is a structured, methodical exercise wherein you create small milestones with deadlines and responsibilities in order to achieve your goals. It is a scientific exercise. Before we move on to planning, let’s gain perspective on goals. Why is goal-setting important? I believe that goal-setting is an expression of our gratitude to the Almighty. The Almighty has provided humans with intellect—other living beings do not possess such intellect. Hence, we have the capability to choose our reactions and even be proactive. Let’s pause for a moment and understand a very vital fact: if I am a student who has started working at the age of 21, 23, or even 29 (if I’m an AIC student), I would likely be working for another 20–30 years minimum. If I am supposed to engage in my career or enterprise for such a long period of my life, I would want that enterprise to thrive and last long. If I have a long-term view but haven’t planned for it, then I’m not doing justice to my being human and having intellect. Hence, having a sense of purpose—a sense of goal—is what makes me human. Goals can be short-term, medium-term, or long-term; they can be professional or personal. But it really pays to have goals; otherwise, it’s an aimless existence. I always quote the example of the most common animal one sees or interacts with—a dog. In India, there are street dogs. What does a street dog do? We don’t know exactly—it wakes up, barks, moves around looking for food, eats food, barks at cars or other beings, then goes back to sleep sparingly. Day one, day five, day fifty—even after ten or twelve years—the routine remains the same. If we don’t have goals or purpose in life, we are essentially leading such an existence. Then what differentiates humans from other living beings? Hence goal-setting is very important—and equally important is planning—because goal-setting by itself does not suffice. A goal without a plan is just a wish. For example: if I set a goal that I want to clear UPSC exams or secure 90% marks or become a 100 crore company owner or become a General Manager or MD—but if I don’t have a plan to achieve that—it remains just a wish. “I want” or “I aim” should then be replaced by “I wish.” It is highly essential and mandatory for goals to be backed up by plans; it’s a necessary condition. Why then is this critical-to-success activity (CTTS)—planning—ignored by almost everyone? Be it enterprises or individuals (students included), this applies universally. I’ve broadly categorized our psychological approach towards planning into three types: the impulsive type, the pessimist type, and the skeptic type. Impulsive Type: These are people of action who think planning is wasteful because they prefer immediate action. They rationalize that planning wastes time—by the time you think things through, opportunities may pass by. Pessimist Type: Pessimists generally believe nothing good will come out of planning; they prefer remaining in their comfort zones and rationalize that external factors are too unpredictable for effective planning. Skeptic Type: Skeptics are fence-sitters who are weak decision-makers; they follow whoever makes louder arguments for or against planning. They often rationalize their past successes without plans as proof that planning isn’t necessary. Why exactly is planning important? Planning gives credibility and structure to your efforts and existence. It fortifies your resolution towards achieving goals and prepares you for contingencies (Plan A, Plan B, Plan C). Contrary to some popular beliefs (like certain film stars suggesting no Plan B), flexibility in planning is crucial due to numerous external factors affecting us. True success means scalability and sustainability—creating new normals rather than inconsistent growth patterns (sinusoidal waves). Planning helps discern between investments and expenses clearly—if something aligns with your planned goals it’s an investment worth persisting with; otherwise it’s merely an expense. Planning ensures effective and efficient utilization of resources—energy spent aligns with your desired direction rather than going haywire without results. Most importantly: Planning involves analyzing past experiences (SWOT analysis), external ecosystems, internal strengths/weaknesses—and setting milestones with deadlines and responsibilities—thus creating accountability within teams/individuals involved. Achieving planned goals motivates employees greatly—leading directly towards loyalty & engagement within enterprises. If there are so many advantages associated with proper planning—why does it fail sometimes? Planning fails primarily due to: Not taking it seriously enough (treated merely as tick-mark exercises). Insincere efforts lacking structured analysis. Rigidity rather than flexibility amidst changing external conditions. Failure in accounting adequately for disruptions occurring frequently nowadays (every few months rather than decades earlier). However—even under disruptions—a half-baked plan remains better than no plan at all! Remember: running businesses involves risk-taking—but managed risks differentiate businessmen from gamblers going blindfolded into ventures without plans! To summarize—I quote Abraham Lincoln—the illustrious 16th President of the United States who himself faced many failures before succeeding: “If you give me six hours to chop down a tree—I will spend four hours sharpening my axe.” This means dedicating about 66% of one’s time towards careful preparation/planning before execution itself begins! If such an illustrious personality vouches strongly for thorough preparation—we should indeed take PLANNING seriously!