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FROM THE EDITOR WELCOME w


hen I started in L&D, I must admit I’d never heard of Organisational Development


as a concept. It was at one of my industry events that I came across the term, in a talk with a few HR people passionately describing how their organisation was so good at development and this was how everyone else should do it. Now, almost 10 years on, I


wonder what’s changed. People have changed, technology has moved on, and there have been plenty of mergers and acquisitions along the way which have changed the landscape of L&D and HR, but how have organisations really developed? On the one hand, I don’t think


organisations should change for the sake of it – if it ain’t broke don’t fi x it. And on the other, change is essential for survival. It’s important to note, I think, that organisations develop at diff erent speeds. What works for one organisa- tion may not for another. And while we can talk about management buy-in for this or that development initiative, I think it’s becoming apparent that a top-down philosophy only works if the other 90% of the business’s relationship with the top is a good one. People will toe the line of their manager if they believe what their manager stands for. We the people are more adaptable


than we give ourselves credit for, whether you’re a boomer, Gen X or the


4 | June 2017 |


current media darling, millennial. T e whole “I don’t like change” philosophy is just that: a belief and not a refl ection of innate, human, hardwired ability. I believe that people in organisa-


tions are always ready to change and develop, and contrary to polemics such as Mark Achbar’s 2003 documentary T e Corporation, businesses are not





A business needs its people to speak up and make decisions for it


sentient organisms and can’t be treated as such. A business needs its people to speak up and make decisions for it. We are the business and when we speak of OD what we really speak of is how our relationship to ‘work’ changes. What changes in the business of OD itself can be trend-oriented and needs careful scrutiny. T is is not to say that OD isn’t


worth discussion, it absolutely is, but an organisation’s success is something that is entirely within our control. We just have to know what’s best for our own organisation and choose which parts of current thinking will work for us and our business.


Jon Kennard Editor, TJ


jonathan.kennard@trainingjournal.com THE PUBLICATION FOR


LEARNING & DEVELOPMENT 11th


Floor, T e Shard,


London Bridge St, SE1 9SG contact@trainingjournal.com www.trainingjournal.com @TrainingJournal


UNITED KINGDOM


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EDITOR IN CHIEF Debbie Carter


debbie.carter@trainingjournal.com +44 (0)1353 699090


EDITOR Jon Kennard


jonathan.kennard@trainingjournal.com +44 (0)7816 995894


DEPUTY EDITOR Jo Cook


jo.cook@trainingjournal.com


CHIEF SUB EDITOR Marilyn Wright


ADVERTISING AND COMMERCIAL Malika Elouafi


malika.elouafi @dodsgroup.com +44 (0)20 7593 5606 07823 527962


DODS GROUP SUBSCRIPTIONS c/o ESco


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PRODUCTION/DESIGN John Levers Matt Titley Max Dubiel


Antonello Sti cca Printed in the UK by The Magazine


Printi ng Company using only paper from FSC/PEFC suppliers www.magprint.co.uk


TJ is published by Dods Group PLC. The views


expressed by contributors and correspondents in arti cles, reports, reviews and other contri- buti ons do not necessarily represent those of the publisher. Accordingly, the publisher is not


responsible for any such view, nor for any act or omission on the part of any such contributor or correspondent. Neither is any responsibility ac- cepted by the publisher for any loss or damage caused to any person relying on any statement in, or omission from, TJ. The publisher expressly excludes any responsibility for any third party website reviewed or otherwise referred to in TJ.


REGISTERED OFFICE 11th


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London Bridge Street, London, SE1 9SG ©2017 Dods Group PLC ISSN 1465-6523


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