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Developing organisations
An organisation that does not evolve is in fact regressing. This may sound paradoxical, but it hits upon a crucial point: in a changing world, standing still is not a neutral position, but a creeping step backwards. Societal needs are changing, funding landscapes are shifting, new insights are emerging – and organisations that fail to respond to these changes will, sooner or later, lose their effectiveness. Organisational development is therefore not a task that can be completed once and then ticked off the list. It is an ongoing process that requires strategic thinking, honest self-reflection and a willingness to question even cherished structures. Particularly in humanitarian work, where real people and their living conditions are at stake, this requirement is not an abstract management philosophy – it is a matter of responsibility.
What organisational development means
Organisational development refers to the targeted process through which an organisation further develops its structures, processes, competencies and culture – with the aim of becoming more effective and capable of action in the long term. It encompasses both the strategic level – that is, the question of the direction in which an organisation wishes to develop – and the operational level – that is, the practical design of structures and processes.
What distinguishes organisational development from mere restructuring is its holistic approach. It is not just a matter of redrawing organisational charts or updating job descriptions. It is about viewing the entire organisation – its people, its culture, its processes and its strategy – as an interconnected system and developing it further. Changes in one area always have an impact on others – those who ignore this solve old problems only to create new ones.
For charitable organisations, organisational development takes on a special dimension. They often operate with limited resources, a high level of voluntary commitment and a strong values-based approach, which must not be overshadowed by managerial thinking. In this context, organisational development must proceed with sensitivity – enhancing efficiency and effectiveness without undermining the human and cultural fabric that brings an organisation to life.
The key areas of organisational development
Organisations rarely develop at the same pace across all areas. In practice, there are usually certain areas that require particular attention – depending on the organisation’s stage of development, context and challenges.
Strengthening leadership and culture
No organisation is better than its leadership. Leaders shape an organisation’s culture – through their behaviour, their decisions and the way they treat people. Organisational development therefore often begins with specifically strengthening leadership skills and establishing a leadership culture that fosters trust, openness and continuous learning.
Organisational culture cannot be imposed – it emerges through everyday practice. When managers admit to mistakes, listen actively and take feedback seriously, this shapes the entire organisation. If they do not do so, even the finest mission statements are of no use. Intercultural competence plays a key role in this, particularly within international organisations: anyone working with people from different cultural backgrounds must be able to understand and integrate different communication styles, values and ways of working.
Adapting structures and processes
Structures that made sense at a particular stage in an organisation’s development can later become an obstacle. What works for a small, manageable initiative reaches its limits as complexity increases. Regular reviews of the organisational structure – responsibilities, decision-making processes, communication flows – help to identify bottlenecks at an early stage and make the necessary adjustments.
In this context, we should always ask: Do these structures serve the organisation’s mission – or have they taken on a life of their own and are they now holding us back more than they enable us? Structures are a means to an end, not an end in themselves. Organisations that take this to heart remain flexible enough to respond to changing demands without losing their identity.
The following areas should be given particular attention during a structural review:
- Decision-making processes: Are they clearly defined, and are they structured in such a way that decisions can be taken quickly and at the appropriate level?
- Communication flows: Does important information reach everyone who needs it – without getting lost or delayed along the way?
- Clarity of roles: Does every team member know what is expected of them – and where the boundaries of their responsibilities lie?
Developing people – the heart of organisational development
Organisations are made up of people. That may sound obvious, but in practice it is often forgotten when it comes to structures, processes and strategies. The most important resource of any organisation is the people who work there – and investing in them is the most effective form of organisational development.
This means: targeted professional development, mentoring and coaching programmes that help staff develop their skills. But it also means creating a working environment in which people can grow – through challenging tasks, constructive feedback and a genuine opportunity to take on responsibility.
The following measures help to provide targeted support for people within organisations:
- Regular staff appraisals that not only assess performance but also jointly define development goals
- Internal knowledge transfer through mentoring or collaborative learning formats that highlight experiences within the team
- A culture that embraces mistakes, allows experimentation and learns from setbacks rather than penalising them
Development as an attitude
Ultimately, organisational development is less a method than a mindset – the conviction that no organisation is so good that it cannot improve. Those who embody this mindset create organisations that are effective not only today, but also tomorrow – because they have learnt to develop themselves further. This requires the courage to be self-critical, a willingness to face up to uncomfortable truths, and the determination to press on even when change is challenging. Organisations that manage this do not just become more efficient – they become places where people enjoy working, because they feel that their development is taken seriously and that their work really makes a difference.