Organizational development is not a collection of workshops. It is the disciplined work of diagnosing how structure, systems, leadership, culture and capability interact, then intervening where change will matter.

Course Overview

This program is designed for women in HR, OD, People, transformation and leadership roles who need to diagnose organizational problems and design more effective interventions.

Participants work with real organizational challenges such as unclear accountability, weak cross-functional collaboration, culture gaps, rapid growth, restructuring, inconsistent management or capability bottlenecks.

For employers, the program can strengthen internal OD capability and prepare women for senior People, transformation and organization-effectiveness roles.

B2B course snapshot

Where this program fits

Best fit

Women in OD, HR, People, transformation and organizational-effectiveness roles

Delivery

Live classroom, live online, or private in-house delivery with flexible duration.

Built around

Diagnosis, organization systems, culture, operating model, interventions and change

Take back to work

An OD diagnostic and intervention plan for a live organizational issue

Built for Corporate Cohorts

Private delivery can be aligned to the sponsor’s capability goals, participant roles, internal frameworks, business priorities and real workplace scenarios. HR, L&D, Talent and functional leaders can use the program as a standalone cohort or as part of a wider academy, succession pathway or women-in-leadership portfolio.

What Female-Forward Means Here

The program develops enterprise-level diagnostic and influencing capability for women working at the intersection of people, structure, leadership and business performance.

What Participants Will Learn

Diagnose organizational issues
Look beyond symptoms to systems, structure, capability and incentives.

Map culture in practice
Identify behaviors, routines and signals that reinforce the current culture.

Choose OD interventions
Match interventions to diagnosis rather than defaulting to training.

Work with organization design
Clarify roles, interfaces and decision rights.

Influence senior stakeholders
Build a case for organizational changes with evidence and business relevance.

Evaluate impact
Define what improvement should look like and how to monitor it.

Capability journey

From insight to workplace application

Diagnose the system

Find the leverage point

Design the intervention

Measure the change

Course Outline

Module 1: OD Foundations

Understand the organization as a system.

Structure
Processes
People
Leadership and culture

Module 2: Diagnosis Before Intervention

Build a disciplined fact base.

Problem definition
Data sources
Stakeholder perspectives
Patterns

Module 3: Culture and Behavior

Translate culture into observable work.

Norms
Leadership signals
Routines
Consequences

Module 4: Organization Design and Operating Model

Improve how work and decisions flow.

Roles
Decision rights
Interfaces
Governance

Module 5: Intervention Design

Choose actions that fit the root cause.

Leadership
Process
Capability
Structure

Module 6: OD Action Plan

Apply the framework to a current organizational challenge.

Diagnosis
Intervention
Stakeholders
Measures

Who Should Attend

Women OD and organization-effectiveness professionals
Women HR and People leaders
Transformation leaders
Organizations developing internal OD capability

Organizational Benefits

Improve diagnosis before organizational interventions
Strengthen internal OD and culture-change capability
Reduce reliance on generic training as a default solution
Prepare women for broader People and transformation roles
Link culture work to operating systems and business outcomes

Work products

Tools participants can use at work

OD diagnostic map

Culture behavior map

Organization design checklist

Intervention selection matrix

OD action plan

B2B Deployment Options

Use the program as a private cohort, as one component of a structured Women at Work pathway, or inside a function-specific academy. Multi-location live-online delivery can support geographically distributed teams.

Delivery Format

The program is live and instructor-led. It can be delivered in a classroom, live online, or in-house. Duration is flexible and should reflect participant level, selected depth, organizational objective and the amount of applied practice required.

For HR, L&D and business leaders: Explore in-house training or request a customized cohort.

Business Problems This Program Is Designed to Address

This course is designed around workplace problems that organizations can observe in real roles. The aim is to give participants a structured way to diagnose situations, make stronger decisions, practise difficult conversations and return to work with tools that can be used immediately.

Organizations prescribe training before diagnosing the problemThe program helps participants test structure, process, leadership, incentives, capability and culture before choosing an intervention.

Culture is described in slogans instead of behaviorParticipants translate broad culture language into routines, decisions, signals and consequences that can actually be observed.

Organization design changes boxes but not workThe course focuses on decision rights, interfaces, governance and flow so design changes address how work happens.

OD interventions are launched without a theory of changeParticipants clarify what needs to shift, why the intervention should influence it and what evidence would show progress.

Applied Practice and Scenario Work

The learning design uses realistic management situations rather than abstract discussion alone. Private cohorts can calibrate the scenarios to the participant population, industry and operating context.

A collaboration problem persists across two functionsParticipants diagnose whether incentives, decision rights, process, leadership or relationships are the primary constraint.

A culture initiative has strong communications but weak behavior changeParticipants identify the systems and leadership signals that continue rewarding the old behavior.

A reorganization creates duplicate ownershipParticipants map roles, interfaces and decisions to identify where ambiguity remains after the org-chart change.

Leadership asks for a training solution to a performance problemParticipants build a diagnosis that shows whether skill is actually the main cause.

Application principle: participants should leave each major topic able to explain what they would do differently in a real role, which stakeholders they would involve, what evidence they would use and how they would know whether the action worked.

For HR, L&D and Program Sponsors

Organizational Development and Culture Change for Women Leaders can be delivered as a standalone private cohort or embedded inside a broader capability pathway. The sponsor can define the target population, role level, business context, expected behaviours, priority scenarios and work products before delivery.

A stronger deployment does more than count attendance. Participants can apply one tool to live work, discuss the result with their manager and bring the learning into an existing talent, performance, project or functional review. This connects development to execution without making unsupported ROI promises.

Before the cohort: define the capability gap and participant profile.
During delivery: use role-relevant scenarios, practice and work products.
After delivery: reinforce application through manager conversations, peer review or sponsor follow-up.
At pathway level: combine this program with adjacent courses where participants need broader capability.

Pricing

The public-course fee below follows the current Women at Work offering structure for Saudi Arabia and the GCC. Program length and structure can vary by cohort and delivery context. Public fees exclude VAT or other applicable taxes.

$4,500

Per delegate
Individual booking

$3,825

Per delegate
3 delegates (15% off)

$3,750

Per delegate
6 delegates (pay for 5)

For in-house or customized delivery, request a proposal.

How This Fits Into a Wider Development Pathway

For corporate cohorts, the tools and action plans from this program can feed into development plans, talent reviews, project reviews, functional academies or sponsor debriefs. The course can also be paired with adjacent programs so the learning journey reflects the capability the organization is actually trying to build.

Frequently Asked Questions

Can we use our own organizational scenarios?

Yes. Private cohorts can be calibrated around your operating context, role levels and common workplace situations while protecting sensitive information.

How should managers support participants after the course?

Agree one or two work applications, then review what the participant tried, what changed and what further support is needed.

Can this be combined with other Women at Work courses?

Yes. It can sit inside a multi-course pathway for managers, high-potential women, functional leaders or another defined population.

Part of the Women at Work pathway. Explore the full Women at Work professional development pathway.

Can this be delivered only for our organization?

Yes. Private delivery can be calibrated to the participant population, business context, capability priorities and internal terminology.

Is the duration fixed?

No. Delivery depth and schedule are adapted to the cohort and organizational objective.

How Participants Work During the Program

Organizational Development and Culture Change for Women Leaders is designed as an applied learning experience rather than a sequence of lectures. Participants move repeatedly between concept, diagnosis, practice and workplace application. The exact balance can be adjusted for the cohort, but the learning design should keep participants working with decisions and situations that resemble the responsibilities they actually hold.

1. Diagnose

Participants begin by defining the real problem, decision or capability gap rather than accepting the first description at face value.

2. Practise

They test language, analysis, tools or decision approaches in a low-risk setting and receive challenge from the facilitator and peers.

3. Build

Participants create a work product linked to their role rather than leaving with notes alone. Relevant outputs can include OD diagnostic map, Culture behavior map, Organization design checklist, Intervention selection matrix, OD action plan.

4. Challenge

Assumptions, blind spots and trade-offs are surfaced through peer review, facilitator questions and comparison with alternative approaches.

5. Apply

Each participant identifies where the learning will be used, who needs to be involved, what action happens first and what evidence will show progress.

The core pathway covers OD Foundations, Diagnosis Before Intervention, Culture and Behavior, Organization Design and Operating Model, Intervention Design, OD Action Plan. For private cohorts, examples and practice can be weighted toward the modules most relevant to the sponsor’s capability priorities without reducing the integrity of the wider program.

Manager Reinforcement and Evidence of Application

A course becomes more valuable when participants have a clear opportunity to use the learning after delivery. For employer-sponsored cohorts, TheSkillGrid can design the program so managers and sponsors know what participants are expected to practise without turning development into unnecessary administration.

Before delivery: the participant and manager can identify one current situation where the course is likely to be useful. This gives the learning an immediate workplace anchor.
Immediately after delivery: the participant selects one or two tools or behaviours to use first, rather than trying to apply every concept simultaneously.
During the following work cycle: the manager can ask what was tried, what response it produced, what became clearer and what still needs adjustment.
At sponsor level: patterns across the cohort can inform future learning priorities, manager support or pathway design without claiming that attendance alone caused a business result.

What Good Application Can Look Like

Evidence of application should be appropriate to the topic and role. Useful signs include clearer decisions, better-prepared stakeholder conversations, stronger use of a practical tool, improved escalation, more explicit trade-offs, better role clarity, or a work product that is being used in a real process. These are observable behaviours and outputs, not guaranteed performance claims.

Related Programs

Related programs in TheSkillGrid’s wider capability architecture include:

Build the Right Development Pathway

TheSkillGrid can combine this course with adjacent programs into a coherent private cohort or development pathway.

Discuss a Cohort

Upcoming Dates & Venues

No sessions currently scheduled.
Request course availability with your preferred date, location and group size. We will confirm available public-session and private-team options before any booking or payment.

Organizational Development and Culture Change for Women Leaders