02 · Organisational Development
Organisational development and governance
Many organisations have great commitment and high competence, but lack clear structures for how things are actually to work in practice. Roles are unclear, responsibility drifts, and decisions become either heavy or dependent on individuals.
I help organisations that want better interplay between people, roles and responsibilities. The aim is not more bureaucracy, but clearer governance that makes it easier to get things done, and easier to carry responsibility over time.
Good organisational development is often less about new ideas, and more about tidying up what already exists.
When is this the right service?
This kind of work is particularly relevant when:
- the board and day-to-day management experience an unclear division of roles
- responsibility and decision-making authority are unclear
- the organisation has grown quickly or changed its purpose
- commitment is high, but the strain is increasing
- much rests on individuals
This applies to businesses in growth, membership organisations and project organisations. Particularly where people work closely together over time.
How I work
I come in with a holistic view of the organisation, and work in a structured way with:
- clarifying roles between the board, management and the operational level
- decision-making processes and lines of governance
- responsibility, mandate and expectations
- the interplay between people and systems
The work is dialogue-based and involving, but at the same time clear. Perfect structures do not exist. Solutions that work in the organisation's everyday life do.
What the organisation is left with
The result is often:
- clearer roles and responsibilities
- better interplay between the board and management
- more predictable decision-making processes
- reduced dependence on individuals
- greater confidence in roles and elected positions
When governance works better, energy is freed up for what the organisation actually exists for.
My role
I act as:
- adviser on organisational and governance questions
- facilitator in processes with the board and management
- sounding board in demanding clarifications
I do not take over the responsibility, but help the organisation get a better grip on it itself.
A good starting point
Many get in touch because something is jarring, without having a clear language for what it is. That is often a good place to start. Together we can:
- clear up the problem
- identify what actually prevents good flow
- assess which measures give the greatest effect
Next service
Project Support