Organisational Development Skills |verified|

| Limitation | Practical Impact | |------------|------------------| | | OD interventions (e.g., culture change) often take 12–24 months; leaders lose patience. | | Soft reputation | Still perceived by some executives as “fluffy” or non-essential compared to finance or ops skills. | | Measurement difficulty | Hard to isolate OD’s impact from market shifts or new tech; many rely on proxy metrics (e.g., engagement scores). | | Internal role conflict | An internal OD specialist must be both a trusted peer and a change agent – can create political exposure. | | Resistance to systems view | Most orgs are rewarded for linear cause–effect, making systemic recommendations hard to fund. |

| Limitation | Practical Impact | |------------|------------------| | | OD interventions (e.g., culture change) often take 12–24 months; leaders lose patience. | | Soft reputation | Still perceived by some executives as “fluffy” or non-essential compared to finance or ops skills. | | Measurement difficulty | Hard to isolate OD’s impact from market shifts or new tech; many rely on proxy metrics (e.g., engagement scores). | | Internal role conflict | An internal OD specialist must be both a trusted peer and a change agent – can create political exposure. | | Resistance to systems view | Most orgs are rewarded for linear cause–effect, making systemic recommendations hard to fund. |