Leslie M. Golay and Allan H. Church
This applied position piece discusses the potential advantages of applying a mass customization framework to the field of organization development (OD). Mass customization…
Abstract
Purpose
This applied position piece discusses the potential advantages of applying a mass customization framework to the field of organization development (OD). Mass customization, adapted from the manufacturing industry, is posited as a potential way to address the OD identity (or lack thereof) debate. Four speculative applications of mass customization to OD are presented, as well as a real-world example of how mass customization is currently being applied in one organization. Implications at the individual-, group-, and systems level are discussed.
Design/methodology/approach
After key arguments are introduced, a case study is presented to illustrate the application of mass customization to an OD process.
Findings
Implementation of mass customization can be successful in traditional OD practices.
Practical implications
This paper addresses a common debate in the field of OD: should we limit our scope, or will that sacrifice inclusivity? By applying a mass customization framework, OD can retain its flexibility while still applying boundaries to the field.
Originality/value
This paper addresses a common debate in the field of OD: should we limit our scope, or will that sacrifice inclusivity? By applying a mass customization framework, OD can retain its flexibility while still applying boundaries to the field.
Details
Keywords
Allan H. Church, Leslie M. Golay, Christopher T. Rotolo, Michael D. Tuller, Amanda C. Shull and Erica I. Desrosiers
Employee surveys are an important tool for communicating messages to employees, measuring cultural and behavioral indicators, and driving organization development and change in…
Abstract
Employee surveys are an important tool for communicating messages to employees, measuring cultural and behavioral indicators, and driving organization development and change in the workplace. This chapter expands upon prior research in this area by presenting longitudinal trends in survey action planning efforts over an 11-year period and the impact on employee attitudes at a multinational consumer products company. Results from the Survey Outcome Matrix are analyzed over time, by level, and by content area. Comments from employees are used to explore reasons why action does not occur from surveys in some contexts. The chapter concludes with implications for practice.
Abraham B. (Rami) Shani, William A. Pasmore and Richard W. Woodman
The first annual volume of Research in Organization Change and Development was published in 1987. Since then, ROCD has provided a special platform for scholars and practitioners…
Abstract
The first annual volume of Research in Organization Change and Development was published in 1987. Since then, ROCD has provided a special platform for scholars and practitioners to share new research-based insights.
Allan H. Church is VP of Global Talent Development for PepsiCo, where he is responsible for leading the talent management and people development agenda for the enterprise…
Abstract
Allan H. Church is VP of Global Talent Development for PepsiCo, where he is responsible for leading the talent management and people development agenda for the enterprise. Previously he spent nine years as an external OD consultant working for Warner Burke Associates, and several years at IBM. On the side, he has served as Adjunct Professor at Columbia University, a Visiting Scholar at Benedictine University, and past Chair of the Mayflower Group. Allan received his Ph.D. in Organizational Psychology from Columbia University. He is Fellow of the Society for Industrial-Organizational Psychology, the American Psychological Association, and the Association for Psychological Science.
Allan H. Church, Matthew Del Giudice and Alyson Margulies
Formal assessment and development of executives have become standard practices in organizations. There is a need, however, to determine what levers are available to maximize the…
Abstract
Purpose
Formal assessment and development of executives have become standard practices in organizations. There is a need, however, to determine what levers are available to maximize the impact and return on investment of initiatives. The purpose of this paper is to present outcomes and learnings from a multi-method approach to evaluating behavior change following the implementation of PepsiCo’s Senior Leader Development Center, a comprehensive process designed to accelerate capability at the executive level.
Design/methodology/approach
Learnings are presented based on analyses from three independent data sources collected throughout the 18-month program: behavioral change ratings from managers, direct reports, and peers via a 360 survey; attitudinal measures from participants’ post-program completion; and third-party observations by an internal facilitator.
Findings
Overall, findings indicate that while program rigor and content do matter as baseline components, principles of participant engagement and commitment emerged as most essential to delivering programs with sustained impact.
Research limitations/implications
This case is based on leaders in a high-touch multi-trait multi-method assessment and development program in one organization. Additional research is needed to explore in other settings.
Practical implications
Results and implications are organized by each of the four key stages of the assessment and development process: conduct data-based assessments, deliver feedback and insights, build the development plan, and take action to implement the plan. Findings and recommendations for practice regarding each stage are discussed.
Originality/value
Few case studies or applied research exist that focus on the execution and outcomes associated with senior executive assessment and development programs in major corporations. This paper offers findings regarding the overall impact of such a program and key learnings from its sustained effort in a complex multi-national organization. The discussion and implications in this paper may directly influence how other organizations design and manage future talent management interventions with similar types of senior-level populations.