Best Practives in Leadership Development & Organization Change 23. Mục đích của cuốn cẩm nang này là cung cấp cho bạn tất cả các yếu tố cần thiết và thiết thực làm thế nào để phát triển khả năng tổ chức, thực hiện một thay đổi tốt nhất và sáng kiến lãnh đạo trong tổ chức của bạn một cách hiệu quả và tốt nhất. | 190 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE included. No attempt was made to ascribe value to important but difficult-to-quantify benefits such as increased morale better quality or enhanced customer satisfaction. Hence this analysis underestimates the total return from the program. The value generated by the program was calculated by multiplying the median value of reported events by the number of reported uses of program material then discounting 75 percent for positive reporting bias. The median value of reported events rather than the average was used in the analysis to avoid undue influence of a small number of very high-value instances. The return on investment ROI was calculated by comparing the value generated to the full cost of delivering the program including the per hour cost of the attendees time. The results overwhelmingly supported the value of HP s investment. Key findings reported to the board of directors included The training was practical and useful on the job. Ninety-four percent of participants reported that they had used the Dynamic Leadership tools to advantage in the first three months after training. The average participant used the tools times during the follow-through period. The program produces a significant return on investment. The median value per single reported application was 3 800 50 percent more than the fully-loaded cost. On an annual basis the return on investment is 15 times cost. Most of the immediate benefits were attributable to time saved in reaching decisions and gaining alignment. Perhaps most remarkable these results were achieved in the midst of the disruption of one of the largest reorganizations in corporate history the HP-Compaq merger. HP s executive council took the bold decision to push forward with Dynamic Leadership despite the inevitable uncertainty and turmoil that would accompany the HP-Compaq merger. Their vision has been rewarded not only in financial terms but also by .
