Bottom-Line Organization Development: Implementing and Evaluating Strategic Change for Lasting Value (Improving Human Performance)

✍ Scribed by Merrill Anderson

• Year: 2003
• Tongue: English
• Leaves: 254
• Edition: 1
• Category: Library

✦ Synopsis

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

✦ Table of Contents

Bottom-Line Organization Development: Implementing and Evaluating Strategic Change for Lasting Value......Page 4
Copyright Page......Page 5
Contents......Page 6
Foreword......Page 10
Preface......Page 14
Acknowledgments......Page 18
CHAPTER 1 Introduction to Bottom-Line OD......Page 20
Bottom-Line OD: Breaking the Mold......Page 21
How This Book Is Organized......Page 23
Maximizing Value with Bottom-Line OD......Page 28
SECTION ONE Strategic Change Valuation......Page 30
CHAPTER 2 The Five Phases of Strategic Change Valuation......Page 32
Phase 1: Diagnosis......Page 33
Phase 2: Design......Page 37
Phase 4: Deployment......Page 38
Phase 5: Reflection......Page 42
CHAPTER 3 Diagnose Performance Gaps to Achieve Business Goals......Page 46
Building the Client-Consultant Relationship......Page 48
Linking Performance Improvement to Achieving Business Goals......Page 52
Developing a Winning Business Case......Page 59
Organizing a Change Coalition......Page 66
Designing the Strategic Initiative......Page 73
Writing the Statement of Work......Page 76
Change Management and Evaluation: Opening Doors to Understanding......Page 78
Elements of an Effective Change Plan......Page 79
Elements of an Effective Evaluation Plan......Page 80
Isolating the Effects of the Initiative......Page 95
Focus of Evaluation: Judgment, Not Numbers......Page 107
Value-Based Deployment: Integrating Evaluation and Change......Page 108
Mastering the Mechanics of Evaluation......Page 115
Maximizing the Value of Pilots......Page 118
CHAPTER 7 Reflect on the Business Impact Utilizing Post-Initiative Evaluations......Page 122
Separating Hard from Soft Data......Page 123
Converting Benefits to Monetary Value......Page 126
Qualifying the Monetary Benefits......Page 128
Tabulating the Costs of the Initiative......Page 132
Calculating the Return on Investment......Page 135
Leveraging Strategic Insights......Page 140
SECTION TWO Special Issues......Page 144
Business Context of Forecasting ROI for Strategic Change......Page 146
Requirements for Forecasting......Page 148
Timing of ROI Forecasts......Page 149
Phase 1 Forecast: Should We Invest in the Change Initiative?......Page 151
Phase 3 Forecast: Should We Proceed with Full Deployment?......Page 153
What Happens if the ROI Forecast Is Negative?......Page 157
Benefits of the ROI Forecast......Page 158
CHAPTER 9 Tricks of the Trade: Using Surveys to Collect ROI Data......Page 160
What Are the Limitations of Survey Research for ROI Analysis?......Page 161
What Is the Fastest, Easiest Way to Use Surveys to Isolate the Effects of the Initiative?......Page 163
How Can Response Rates Be Increased?......Page 166
What Are the Essential Elements of ROI Questionnaire Construction?......Page 168
What to Do When Your CEO Asks: “What Have You Done for Me Lately?”......Page 174
Frequently Asked Questions......Page 182
SECTION THREE Case Studies......Page 186
Introduction......Page 188
Data Collection Procedures......Page 189
Level 1: Initial Reaction of the Clients to Their Coaching......Page 190
Level 2: What Clients Learned from Coaching......Page 191
Level 3: How Clients Applied What They Learned......Page 192
Level 4: The Business Impact of Coaching......Page 194
Standard Values......Page 198
Examples of Calculating Monetary Benefits......Page 199
Summary of Intangible Benefits......Page 200
Recommendations for Leveraging Coaching......Page 201
Conclusion......Page 203
Introduction......Page 205
Diagnosis and Design: The Change Process Begins......Page 206
Development: Aligning the Organization to Strategy......Page 207
Deployment: Transformational Change at Logistics Services......Page 210
Reflection: Evaluating the ROI of Strategic Change......Page 212
Introduction......Page 214
Diagnosis: Understanding the Need for Knowledge Management......Page 215
Deployment and Evaluation......Page 216
Reflection and Improvement Opportunities......Page 223
Earning a Seat at the Table......Page 226
Values of Bottom-Line OD......Page 231
Further Reading......Page 237
List of Figures and Tables......Page 240
Index......Page 242
About the Author......Page 252