Bottom-Line Organization Development (Improving Human Performance)

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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.

Bottom-Line Organization Development (Improving Human Performance) Review

I just finished reading this one and it is helpful. The book is a good guide to a suggested consultative process based on this high-level process:

"1) Formally link top business goals to change initiative objectives.

2) Develop evaluation objectives that guide change management activities.

3) Maximize the success of initiative deployment.

4) Isolate the effects of the initiative to produce business results.

5) Convert the business results into monetary value.

6) Calculate the return on investment.

7) Leverage evaluation to sustain strategic change."

The overall framework of this process is probably familiar to many folks but the book does include many well-thought-out examples for converting business results to monetary value with some degree of formality.

Helpful tips regarding up-front surveys and assessments for high-value projects are valuable and include specific examples.

The book espouses some good ideas for documenting the overall process but does not provide detailed examples for those cases.

The authors do present a thoughtful and complete process with an emphasis on techniques for documenting how to ensure that the value of change initiatives; be they training, reorganization, coaching, or introduction of new technologies and tools, are properly valued by the larger organization so you can always answer the question "what have you done for me lately."

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