To Kiran: Thanks for your email about how to evaluate the effectiveness of organisation design and development work. I take it that by 'evaluate' you mean passing a judgement on whether the design/development activity has delivered whatever it was supposed to deliver? Evaluation is something I've never really cracked because it is virtually impossible to show any cause/effect connection between organisation design work and what then happens in the organisation.
Even if you start off a project with measures of success, critical success factors, and clear objectives that the work is supposed to deliver then the time lapse, context changes, and the fact of intervening all mean that what you judge at the 'end' may bear little resemblance to what at the beginning you thought you would be judging.
We just had a research project done for us on evaluating our work. The researcher made some excellent and thought provoking points. As she said, 'It is critical to understand that OD & D is not just about org charts in terms of hierarchy and reporting lines but also about the relationships and interactions of work and people throughout the organisation and across any partner organisations'.
This implies that what you choose to evaluate is 'a political process' which depends on 'who is looking' at the evaluation: a Head of Finance might judge effective organisation design in a very different way from a Head of Research and Development, or the Head of Customer Experience.