Bottom-line organization development : implementing and evaluating strategic change for lasting value

Author(s)

• Anderson, Merrill C.

Bibliographic Information

Bottom-line organization development : implementing and evaluating strategic change for lasting value

Merrill C. Anderson

（Improving human performance series）

Elsevier, Butterworth-Heinemann, c2003

• : alk. paper

Note

Includes bibliographical references and index

HTTP:URL=http://www.loc.gov/catdir/description/els031/2003057898.html Information=Publisher description

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Description and Table of Contents

Description

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.

Table of Contents

• Foreword
• Preface
• Introduction to Bottom-Line OD
• Strategic Change Valuation: The Five-Phase Process
• Diagnose Performance Gaps to Achieve Business Goals
• Design the Solution to Achieve Strategic Change Objectives
• Develop a Change Plan With Evaluation Objectives
• Deploy the Strategic Change Initiative and Evaluate Progress
• Reflect upon the Business Impact Utilizing Post-Initiative Evaluations
• Forecasting ROI
• Tricks of the Trade: Using Surveys to Collect ROI Data
• ROI on the Fly: Evaluating an Initiative After Its Deployed
• Executive Coaching: The ROI of Building Leadership One Executive at a Time
• Organization Capability: The ROI of Aligning an Organization to Strategy
• Knowledge Management: The ROI of Continuously Leveraging Knowledge
• Preparing the Partners to Dance: How Leaders and Change Practitioners Work Together to Create Strategic Value
• Further Reading.

by "Nielsen BookData"

• NCID: BA7292436X
• ISBN:
  • 0750674857
• LCCN: 2003057898
• Country Code: us
• Title Language Code: eng
• Text Language Code: eng
• Place of Publication: New York
• Pages/Volumes: xvii, 234 p.
• Size: 25 cm
• Classification:
  • LCC : HD58.8
  • DC22 : 658.4/06
• Subject Headings:
  • LCSH : Organizational change
  • LCSH : Rate of return
• Parent Bibliography ID:
  • BA38269035