Today, information is not only codified, it is also widely available in the public domain. Justified beliefs about such information needs a context in which meaning is made of such information. That is not codified enough to be explicitly available. That is intervention space for OD consultants. Learning for development in organisations in the knowledge economy occurs through such dynamic transformation. Complexity, Systems thinking and group dynamics are integral to this scheme.
As things are, the CEO has an enabling effect to play into the future. That may perpetuate the role of the singularity of the 'leader' but may not necessarily make for justice in the long run. Apart from purposes of legal accountability and being available as the one proverbial 'throat to choke', if the CEO sees the self as the serving facilitator of participatory problem solving, the OD consultant will have played a great role. By supporting the CEO with requisite challenge of deep questions of purpose and shared interests with his/her employees, the OD consultant has a lot to offer the CEO and the client organisation. This is where the OD consultant and the CEO need to live up to the larger connectedness with universal principles like the evolving citizen pushing Wall Street plastics out for cloth bags on the Main Street.