Bottom-line Organization Development: Implementing and Evaluating Strategic Change for Lasting Value
Organization development practitioners have, for over half a century, engaged with organizations to help them grow and thrive. The artful application of Organization Development (OD) has helped business leaders articulate vision, rethink business processes, create more fluid organization structures and better utilize people's talents. While business leaders and OD practitioners intuitively believe that OD provides valuable results, rigorous measurement of the value delivered has long eluded many OD practitioners.
'Bottom-Line Organization Development' provides powerful tools to capture and measure the financial return on investment (ROI) of OD projects to the business. Given the increasing competition for budget and resources within organizations and the requirements of demonstrating tangible results, the need for such OD measurement tools is very high.
But in addition to proving the value of OD projects, integrating evaluation into the change management process itself can actually increase the value of the change initiative because it opens up new ways of capturing and increasing the value of change initiatives. In other words, there is an ROI to ROI. Merrill Anderson calls this new way of approaching OD "strategic change valuation."
The book explains the five steps in the OD value process - diagnosis, design, deployment, evaluation and reflection. In addition, three case studies take readers through the process of applying bottom-line OD to three types of popular strategic change initiatives: executive coaching, organization capability, and knowledge management. Readers will gain a holistic perspective of how to make the seemingly intangible benefits of these initiatives tangible.
* Guides you through a proven, results-based approach to calculating the Return on Investment for large-scale, complex change management initiatives
* Provides the tools to identify the key measures and specific advice on how to measure them effectively
* Summarizes in simple language everything HR professionals need to do to justify and document the ROI of organization development initiatives for senior management
What people are saying - Write a review
We haven't found any reviews in the usual places.
Other editions - View all
achieve action learning actions applied bottom-line bottom-line OD Braxton Industries business goals business impact business leaders business unit calculations capability change coalition change management change plan change practitioners Chapter client coaching communities of practice company’s conducted conﬁdence consultant contribution cost create credibility data collection decisions deﬁned deploy deployment diagnosis ensure estimate evaluation objectives example executive expected ﬁeld ﬁnal ﬁnancial beneﬁts ﬁrst ﬁve focus Forecasting ROI formance gain identiﬁed important improve included increase initiative objectives intangible beneﬁts investment isolate the effects knowledge management leadership team learning leverage logistics ment monetary beneﬁts monetary value needs opportunity costs organization participants people’s performance gap phase pilot potential produce qualiﬁed questions Rapid prototyping reﬂect relationship respondents revenue ROI analysis ROI forecast salespeople signiﬁcant Six Sigma speciﬁc standard values strategic change initiatives strategic change valuation survey tangible team members tiative tion tive usability testing workshops