By Suzanne Bond Hinsz, CPT, Wendy Freeman Carr, SPHR, CPT, and Kate Donovan

Deloitte’s CYPRESS methodology empowers clients to own and institutionalize organizational development to achieve and sustain measurable performance improvement. The methodology guides the identification of performance targets; a current state analysis; and organizational development design, implementation, and measurement.

The methodology begins with identifying client performance targets, which articulate the client’s desired future state. This critical discussion ensures organizational development efforts are grounded in areas most critical to the client, laying the foundation for client ownership and leadership.

The next step benchmarks current organizational “maturity” against performance targets or leading-edge practices.The Maturity Model Benchmarking Tool (MMBT) compares the client’s current state and desired vision to illuminate organizational development gaps. The tool displays gradients of organizational maturity along a continuum of Basic to Leading. Organizational practices in the Leading category are populated by the practices of leading-edge organizations in the same industry or of the same kind. By exposing the client to leading-edge practices, the tool is an organizational development experience in itself and empowers clients to own their performance improvement agenda moving forward.

After identifying current and future performance, the client defines organizational development gaps in objective, time-bound, and measurable language in relation to appropriate key performance indicators (KPIs). The organization uses evidence gained from review of performance data, studies of internal operations, products and service, or the external operating environment to identify root causes of performance gaps, then the client prioritizes gaps to address in an organizational development plan. Activities are planned, required resources or support is identified, and a suitable time frame is developed.

Short performance improvement sprints build momentum, confidence, and skills while enhancing organizational resilience. The client tracks organizational development and performance data, discovering what works and what does not, then designs the next phase of organizational development.

To date, CYPRESS has been used in Nigeria, Cyprus, Kenya, and Afghanistan with clients ranging from non-governmental organizations (NGOs) to local, state, and national government agencies. The approach is flexible enough to be tailored to each respective client while maintaining fidelity throughout. Most important, it has enabled clients to identify organizational development gaps and design, implement, and measure organizational development solutions themselves.

Kate Donovan
Suzanne Bond Hinsz
is a specialist leader in Deloitte Consulting’s international development practice, specializing in organizational capacity development and change management. Suzanne has advised the U.S. National Security Council, House Foreign Affairs Committee, Senate Foreign Relations Committee, the State Department, Fortune 500 companies, the United Nations, and dozens of governments around the world.

A longtime resident of Africa and Asia, her capacity building work was recently quoted in Newsweek magazine.

In the past decade, she has written and presented dozens of reports, studies, and articles.


Wendy Freeman Carr is a director in Deloitte’s Federal Human Capital Service Area and leader of the Federal Organization and Talent Service Line. She supports federal clients in improving organizational performance by applying effective strategies to leverage and align their workforce. In her 19 years of management consulting experience, she has developed deep knowledge in all aspects of human capital management, including workforce planning, organizational design, competency planning, process improvement, performance management, professional development, performance measurement, training, and human resources service delivery improvement and shared services approaches. She has supported clients through the assessment, design, and implementation of human capital programs. Her clients have included U.S. federal government agencies, state and local governments, higher educational institutions, and international governments.

She also conducts training on developing human capital programs to further support capacity building efforts, including human capital strategy, workforce planning, organizational design, and performance management.


Kate Donovan is a public health professional with experience in international health, capacity development, and performance management. Her current work includes data analytics, program evaluation, performance management, and associated capacity building activities for USAID-funded projects for health systems strengthening. Kate has worked with a variety of local counterparts including international development agencies, ministries of health, parastatal entities, hospitals, clinics, and nonprofit organizations in Tanzania, Kenya, Nigeria, and Mozambique.

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