Many HR directors and functions are adding the “OD” nomenclature to their titles and focusing on leadership. But as the economic downturn pressurises training and staff costs, beyond the ubiquitous development and culture change programmes, precisely what knowledge and actions justify the OD title?

I would strongly recommend investing in this new book for assistance. Why do so many leaders fail despite investments made in their development? How many layers of management should your organisation have, and with what spans of control? Have you got too many or even too few leadership positions in your organisation?