Organization Design Forum
Organization Design practitioners share knowledge, create community, and promote excellence in practice to help organizations around the world be more effective, successful, and inspiring.
To be the international community that connects, convenes and creates innovative and leading edge thinking where theory and practice come together to advance organizations through design.
Anyone interested in being part of the vision!
ODF’s organizes itself in support of four general types of practitioners:
- Brokers – Individuals seeking information about organization design or access to organization design practitioners.
- Learner – Individuals and groups who have accountabilities for organization design or related projects, are new to the field, and are seeking training, models, principles and methods.
- Multidisciplinary – Practitioners who conduct organization design projects occasionally in conjunction with other types of organizational activities (e.g., project or organizational leadership/management, strategy, change management, culture change, leadership development, coaching, etc.)
- Scholar Practitioners – Thought leaders and design practitioners whose practice is predominantly organization design and who help advance the field of practice.
2x2 Practitioner Landscape
What would you like to see to support your (or your staff) needs in each quadrant?
The History of the Organization Design Forum
The Organization Design Forum has a proud history of more than a quarter century. It was first known as The Association for the Management of Organization Design (AMOD) when it was incorporated in 1989 by a group of early organization design practitioners. It was led by Dan Duncan, an industrial psychologist, who held the first public seminars on practices and cases in organization design in the 1980’s. Contingency theory and socio-technical systems design, behavioral psychology, the social sciences, and the emerging complexity of multi-national corporations, inspired deep interest in organization design in the 1970’s and 80’s. That organization structure and process are contingent on organization strategy and environment was an accepted principle and was promoted by leading consulting firms such as McKinsey, and reflected in Jay Galbraith’s STAR Model™.