We define the process of organizational development as the process of improving organizational efficiency and supporting personal and organizational change through the use of interventions based on the application of knowledge from the social and behavioral sciences. Interventions differ according to the level of the system in the organization they want to penetrate and according to the type or type of intervention. One of the key stages of the organization's development process is individual interventions aimed at eliminating certain difficulties that an individual encounters or providing opportunities for development and growth in a professional context. Designing an individual intervention consists of choosing the appropriate strategy and structuring and planning the steps of the activity itself. In the context of the different types of individual interventions available to OD practitioners, among the most common are individual instruments and assessments, coaching, mentoring, T-groups, 360 feedback method, career planning and development, and behavior change. Each of these types of interventions best responds to a particular problem or difficulty identified during data collection and analysis. Successful implementation will largely depend on the experience and abilities of the OD practitioner who carries out certain activities of the OD process but also on the client's commitment and desire to achieve change. Cases of PepsiCo and Microsoft were analyzed as examples of designing successful individual interventions.