Services · People
The people side of performance.
Organizational development is the people side of a business. Our experienced consultants know which people levers actually move an organization. We use survey instruments, executive interviews, focus groups, and direct observation to build recommendations that lead to significant, lasting improvement.
How we see it
Culture is not a poster. It is what gets rewarded.
Happy employees lead to happy customers. It is that direct. So we look at what your organization actually rewards and punishes, because that, not the values statement, is your culture.
"Culture is what is rewarded and punished within an organization."
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The customer-centricity survey
A survey of all employees and contractors that measures customer centricity, not morale. Does leadership give people the tools, processes, and permission to take care of customers? Sometimes we find teams left on decades-old technology and asked to deliver a modern experience. The results can be benchmarked against other companies.
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Interviews and focus groups
Executives get structured interviews. Frontline teams get focus groups without supervisors in the room. People tell the truth to an outsider who is not part of tomorrow's politics, and the truth is the raw material of the fix.
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Direct observation
We watch the work happen: on calls, in stores, in the field. What people do when nobody is coaching them tells you more than any survey.
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The message stops at the manager
Leadership usually believes it has communicated. The message reaches directors and managers and dies there; unless it gets to the supervisor level in a form they can repeat, the front line never hears it. Supervisor huddles and one-on-ones with prepared material are the cheapest fix we know.
Frequently asked questions.
Can this help if we suspect the problem is our culture rather than our processes?
Yes. Culture is what gets rewarded and punished, so we look at what your organization actually rewards. We use a customer-centricity survey, structured executive interviews, frontline focus groups, and direct observation of the work to find the people levers that move it.
Will our employees speak freely?
Yes, and protecting that is part of the method. Frontline focus groups run without supervisors present, we never call individuals out by name, and we do not take on layoff work of any kind. People talk to us because talking to us is safe.
Can the survey tell us something our HR engagement survey cannot?
Yes. It measures customer centricity, not morale: whether your people have the tools, processes, and leadership support to take care of customers. That is a different question and it points at different fixes.
Can we compare our results with other companies?
Yes. The customer-centricity survey covers all employees and contractors and can be benchmarked against other companies, so you see where your organization stands rather than only how it feels.
Will we receive recommendations we can act on?
Yes. The deliverable is a set of recommendations built from the survey, the interviews, and what we watched happen on calls, in stores, and in the field. Sometimes the finding is as concrete as a team left on decades-old technology and asked to deliver a modern experience.
Free Organizational Development Consult
One hour on the people side, with two senior partners.
Pick a time and it is booked. Prefer a full page? Open the calendar in a new tab. Calendar not loading? Email info@mjkda.com or call 210-876-4086.