Table of Contents
1 Introduction to Bottom-Line OD
Flavor 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 Process
Phase 1: Diagnosis
Phase 2: Design
Phase 3: Development
Phase 4: Deployment
Phase 5: Reflection
3 Diagnose Performance Gaps to Achieve Business Goals
Building the Client - Consultant Relationship
Linking Performance Improvement to Achieving Business Goals
Developing a Winning Business Case
4 Design the Solution to Achieve Strategic Change Objectives
Organizing 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 Progress
Value-Based Deployment: Integrating Evaluation and Change
Mastering the Mechanics of Evaluation
Maximizing the Value of Pilots
- No. of pages:
- © 2003
18th August 2003
- Print ISBN:
- Electronic ISBN:
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.
"...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