At Organization Development Consultants, Inc. (ODC), we employ a total performance system to help our clients to maximize individual, team, and organizational performance.

We help our client organizations to focus on their “one thing,” that for which they have passion and capability and that which drives their economic engine. We accomplish this by assisting in linking and aligning individual and collective efforts.

Our approach consistently yields favorable results. By maximizing the performance of people, work processes are efficiently implemented, customer satisfaction is enhanced, and a favorable return is offered to the bottom line.

Revenue Growth Strategies

Practical advice to drive organizational performance.

Future planning

Timely creation of hard-hitting, actionable plans.

Future planning

Timely creation of hard-hitting, actionable plans.

Measurement and Evaluation

Programmatic and outcome evaluations to identify performance relationships and impact on business (IOB) to enhance problem solving and decision making relative to resource allocations.

Organization Development

Linking and aligning individual, team, and organizational performance relative to the key issues of purpose, partnership, and process. Learn more

Leadership Development

Leaders drive organizations. We help to maximize this dynamic relationship. Learn more

Appreciative Inquiry

A dynamic process for engaging all employees of an organization that it is positive, constructive, and inclusive.

Coaching

“Real time” counsel with individuals to enhance their contributions to the organization.

Assessments

Reliable, valid and useful data gathering with individual, teams, and the organization at-large. Learn more

Staying Great and Peak Performance

The “target” or “aim” of organizations that seek to be different and distinctive. Promulgation of an holistic view of organizational success, encompassing a robust array of key performance indicators, consistent with a multiple stakeholder perspective.

Customers, Competition and Change

The Three C’s of the external business environment. Leaders must monitor these elements in order to encourage organizational innovation.

Systems Thinking

A discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, patterns of changes rather than “static snapshots,” and the structures that underlie complex situations, as well as for discerning high from low leverage change.

Lifestyle and Wellness

The recognition that the workforce is populated by “whole people.” Pursuit of quality of work life initiatives that promote the fullest possible personal-professional balance for employees at all levels.

Adaptability

A perpetual sense of building, fine-tuning, fueled by positive restlessness. An “organizational curiosity” about what the organization might become. A zeal to pursue the future and to make things happen.

Purpose, Partnership, and Process

The Three P’s of the internal business environment. The building blocks for encouraging peak performance among individuals, teams and work areas, and the organization at-large.

The "Other" Bottom Line

An overriding concern with corporate culture (i.e., “the way we do things around here”). The belief and understanding that the other bottom line drives performance relative to the bottom line.