Table of Contents
1 Introduction to Bottom-Line ODFlavor of the Month Approaches to Change Bottom-Line OD: Breaking the Mold How This Book is Organized Maximizing Value With Bottom-Line OD
Section One: Strategic Change Valuation
2 Strategic Change Valuation: The Five-Phase ProcessPhase 1: Diagnosis Phase 2: Design Phase 3: Development Phase 4: Deployment Phase 5: Reflection
3 Diagnose Performance Gaps to Achieve Business GoalsBuilding the Client - Consultant Relationship Linking Performance Improvement to Achieving Business Goals Developing a Winning Business Case
4 Design the Solution to Achieve Strategic Change ObjectivesOrganizing a Change Coalition Designing the Strategic Initiative Writing the Statement of Work
5 Develop a Change Plan With Evaluation Objectives
Change Management and Evaluation: Opening Doors to Understanding Elements of an Effective Change Plan Elements of an Effective Evaluation Plan Isolating the Effects of the Initiative The Focus of Evaluation: Judgment, Not Numbers
6 Deploy the Strategic Change Initiative and Evaluate ProgressValue-Based Deployment: Integrating Evaluation and Change Mastering the Mechanics of Evaluation Maximizing the Value of Pilots <B
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
Human Resource Professionals, HR Directors, HRD specialists, organization development consultants, students in MBA, OD, and HRD programs.
- No. of pages:
- © Butterworth-Heinemann 2003
- 18th August 2003
- Hardcover ISBN:
"...a timely and helpful compendium of insights and tools for assessing OD interventions. It moves quickly beyond rhetoric for measurement to tools and techniques for doing so. OD and HR professionals engaged in any change initiative will be well served to learn and apply these ideas. General Managers who depend on rigorous assessment for investment decisions should require this book." - Dave Ulrich, Professor of Business, University of Michigan "...addresses the question on the minds of managers everywhere. The evaluation of organization change is one of the least researched and most important topics in OD. In 'Bottom-Line OD,' Merrill Anderson makes an important contribution to organization change and development by providing a straightforward process, useful tools, and clear demonstration of the linkage between change and business results." - Chris Worley, Director, MSOD Program, Pepperdine University "This book presents what the European business community has been looking for: making human capital measurable and manageable. Dr. Anderson's thinking has caught the attention of many European business leaders about how best to measure the soft side of business -- which is increasingly important to be competitive." - Stephan H. Oberli, President, SHO Coaching and Consulting, Liestal, Switzerland "Organization leaders who have in the past wondered if they got real value from change initiatives now have a proven approach to get bottom-line value from change initiatives." - Jeanenne LaMarsh, LaMarsh & Associates, Inc. "Employing the techniques and approach described in this book, we have made a compelling business case for key learning initiatives. This in turn has resulted in increased support and funding. We also have learned to approach initiatives with more discipline and build measurement right into the
Dr. Merrill C. Anderson is a business consulting executive, author and educator with twenty years experience improving the performance of people and organizations. Dr. Anderson is currently the chief executive officer of MetrixGlobal LLC, a consulting company that provides clients with performance measurement solutions. He specializes in providing business support groups such as HR, training and OD with performance measurement solutions that increase accountability for bottom-line results. He has held senior executive positions with four Fortune 500 firms including, most recently, senior vice president, human resources and Academy dean for Wells Fargo Home Mortgage. Dr. Anderson has consulted with over one hundred companies throughout North America and Europe to effectively manage strategic organization change. He has over thirty professional publications and speeches to his credit including the books Strategic Change: Fast Cycle OD and Building Learning Capability Through Outsourcing. Dr. Anderson has taught graduate-level courses at Pepperdine, Antioch and Benedictine universities and soon will begin teaching at Drake University. He earned his doctorate in Psychology at New York University.
Chief Executive Officer, MetrixGlobal LLC.