Organizational development
– better use of resources

What is the benchmark?

Some organizations don’t tie performance to standard economic criteria. In contrast to profit-oriented companies, their mission is guided by social and cultural aspects or public welfare. Efficiency often is a secondary measure of achievement.

Are there reserves?

But more tasks make the workload grow. If they put in more hours, employees can balance this – potentially for a long time – by greater personal effort. Justification of ever-increasing (and then sustaining) commitment becomes difficult if the organization’s set-up holds back performance. At some point, weakness will be exposed: If a charitable foundation is in danger of losing several long-standing executives at the same time, what has caused this predicament? And is there younger talent to fill the gap?

Look near, not far.

Recruiting external candidates may not be a solution for many of these organizations due to their specific requirements and limited financial resources. They must understand why they are under pressure, whether culture and management structures are adequate, which changes are necessary and whether professional qualification needs to be upgraded - structural deficits are best addressed by a plan. Then, the organization can be investigated for management talent – if existing executives can be retained for the transition to the next generation.