For a long stretch, Organizational Development was treated as a trusted strategic partner — shaping strategy, leadership effectiveness, culture, structure, and long-horizon organizational capability alongside executives. A lot of OD work today doesn't look like that. It has drifted toward the tactical: fragmented change projects, engagement initiatives, leadership programs, and culture interventions running parallel to the business rather than inside its strategic spine.

And it has happened at exactly the moment organizations are facing the kind of systemic challenges OD was originally designed to address — AI and digital transformation, workforce disruption, declining trust, economic uncertainty, the demand for real agility and innovation under real complexity. On August 22, we're convening a small group of senior OD practitioners over a working lunch in Vancouver to look squarely at where the profession stands, what it takes to stay credible at the executive level, and how BCODN can help shape what comes next here in BC.