ABSTRACT
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
chapter |9 pages
Introduction to Bottom-Line OD
section |113 pages
Section One: Strategic Change Valuation
chapter |14 pages
The Five Phases of Strategic Change Valuation
chapter |20 pages
Diagnose Performance Gaps to Achieve Business Goals
chapter |12 pages
Design the Solution to Achieve Strategic Change Objectives
chapter |30 pages
Develop a Change Plan with Evaluation Objectives
chapter |14 pages
Deploy the Strategic Change Initiative and Evaluate Progress
chapter |21 pages
Reflect on the Business Impact Utilizing Post-Initiative Evaluations
section |41 pages
Section Two: Special Issues
chapter |14 pages
Forecasting ROI
chapter |14 pages
Tricks of the Trade: Using Surveys to Collect ROI Data
section |51 pages
Section Three: Case Studies