Steve Harvey, Ms Philippines, Ms Colombia, Top Posts, 2015, Toby Elwin

Top 10 blog posts for 2015, 5 to 1

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Top blog posts from 2013, from number 5 to number 1, a follow-up from Top 10 blog posts for 2015, 10 to 6 I need to rename this, annual, Top 10 to Top 10 Posts that are not Impact Assessment or Stakeholder Analysis.  The impact assessment post gets three times more hits, per year, than any other post and the stakeholder post almost two times. My executive decision:  retire, but, annually, if this maintains, acknowledge, the two, repeat posts. 5. Buyer persona for organization strategy and development — Software companies, product companies, and service companies have turned attention from customer transaction to customer experience. Buyer persona methods help companies identify motivation and desired experience a customer seeks.  It is a great method to help move from what a company wants to sell a segment to what someone’s objective is that they need to solve. I began …

merger, acquisition, synergy, time's up, blog, Toby Elwin

Time’s up for merger and acquisition synergy

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The mergers and acquisitions world sprinkles potential deals with a bit of pixie dust called synergy. Synergy is neither rational, functional, nor logical.

If HR used the word synergy in an accounting meeting? Laughed out of the room. If HR or human capital used the word synergy in a corporate finance discussion? The time value of money, that is rational. What will it cost? What return will it realize? When will it realize that return? All rational.

Synergy? Synergy is more a pagan fairy than rational way to make a deal.

human capital risk, cover, Toby Elwin, blog, beta, investment

Human capital beta is investment risk beta

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Human capital management is motivation management.  No matter the IQ of an individual or the collected experience of the team without motivation there is opportunity lost. Human capital risk is real, but mainly divorced from analytic and assessment rigor. There is something missing in how to evaluate a a firm opportunity risk. To maximize return on investment you need to maximize return on involvement. I’ve worked in post-merger integration environments for more than 15 years and until you account for the talent you acquire, you have not accounted for risk. Starting in 2007 I began to think about how to evaluate talent and human capital risk in initial assessment.  This deck was a working draft of my thoughts with the objective to sit in a room and deliver a true, front-end human capital assessment to an investor. You can download Adobe Acrobat or PowerPoint version just …

Fistful of beans 04/20/2011

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5 things I’ve seen, read, or thought might seed results: 1. Scrap Learning and Manager Engagement — CLO Magazine Most organizations overlook an important aspect of development that often makes it many times more effective — manager engagement. Training tends to lose its power with time.  Employees forget what they’ve learned or let their newly acquired skills go unused. Robert O. Brinkerhoff, Ed.D., professor emeritus at Western Michigan University, said that after training, learners typically fall into one of 3 categories: They do not try to apply training. They attempt to apply it but realize no worthwhile results. They apply training and get some positive results. Managers have many of the same behavior-shaping tools to support and reinforce learning as parents and teachers do coaching and developing children. 2 actions are critical to develop an application-feedback learning loop, at best only a …

Fistful of beans 02/23/2011

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4 things I’ve seen, read, or thought might seed result 1. Talent Management vs Talent Analytics: The Difference is More than Just Semantics — Talent Analytics blog In the 1990s talent management emerged as a management practice to shift responsibility of employees an exclusive role for human resource departments to managers throughout the organization. The past 20 years has seen a proliferation of new talent management software to include attrition information, training and development initiatives, competency tracking skills, resume tracking, skills, the list goes on. What went wrong? Enter talent analytics, the evolution of talent technology finally tying business strategy to talent. Instead of measuring contextual data around the talent talent analytics goes to the source – measuring the talent directly. 2. Why You Want Your Organization on This List — The DNA of Human Capital blog A thoughtful take on why it is important to land …

Fistful of beans 02/16/2011

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5 things I’ve seen, read, or thought might seed results: 1. They’re Human Capital, Not Cattle — Talent Management Magazine This article was the best I’ve read in years.  Each paragraph provides a contrarian alternative to challenge the command/control leaders and managers driving efficiency insanity.  Though the terms “knowledge worker”, “knowledge economy”, and “human capital” have all existed for more than 50 years the reality of how to manage within the knowledge organization is still firmly planted in management theories of 60, 70, and 80 years ago. We don’t know how to measure a knowledge worker’s efficiency for a fundamental reason.  A business doesn’t exist to be efficient — it exists to create wealth for its customers.  There is nothing more useless than doing efficiently that which shouldn’t be done at all. Knowledge work is note defined by quantity but by quality. …

Fistful of beans 12/22/2010

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5 things I’ve seen, read, or thought might seed results: 1.  Is the belief that mergers drive revenue growth a delusion? — McKinsey Quarterly To evaluate a merger’s success evaluate the impact on revenue.  Revenue determines the outcome of a merger, not costs; whatever the merger’s objectives, revenue is what hits the bottom line harder. In a merger too many companies lose revenue momentum as they concentrate on cost synergies or fail to focus on postmerger growth in a systematic manner.  A study by Southern Methodist University of 193 mergers, worth $100 million or more found that only 36% of the targets maintained their revenue growth in the first quarter after the merger announcement and by the third quarter, only 11% had avoided a slowdown against industry peers. Complementary strengths for repeated success successful acquisitions: 1.  Cost disciplines are “hardwired” at …

In review: Scope or: how to manage projects for organization success

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October 2010 in review.  A roundup of blogs from the previous month: Scope or: how to manage projects for organization success; stakeholder analysis template — Risk is anything that can positively or negatively effect the outcome of the project.  So, identifying and managing stakeholders is step to identify and manage project risk.  Each project has a unique set of stakeholders, influencers, and customers.  This template helps you identify, manage, and monitor stakeholders and stakeholder involvement. Mergers and acquisitions systems thinking strategies, part 2 — System theory focuses on the relation and the arrangements of parts that, in turn, come to create a whole.  The opportunity lost in mergers and acquisitions strategies thinking is rarely enough deals identify and manage intangible, human assets with a system integration strategy. Mergers and acquisitions systems thinking strategies, part 3 — A systems view for organizations …

merger and acquisitions, project management, fail, Toby Elwin, blog

Mergers and acquisitions failures are project management failures

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Mergers and acquisitions failures are really business strategy project management failures

No matter the motive for a merger or acquisition the real work comes with integration.

Similar to a project scope statement that identifies the success criteria for a project, the only way to identify success or failure is within the scope of the M&A goals.

Subsequently, the risk in mergers and acquisitions comes down to the ability of a team to deliver within budget, by a certain time, and up to project expectation (scope) and project failure rates for M&A deals are strikingly high.

mergers and acquisitions systems thinking, Toby Elwin, blog

Mergers and acquisitions systems thinking strategies, part 3

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Systems thinking strategies for mergers and acquisitions (M&A) provide better integration valuations and post-merger operations. With mergers and acquisitions systems thinking the organization’s view is made of several components that interact with each other while simultaneously act as part of a whole. Systems theory helps explain dynamic interrelationship of several parts, beyond information technology or back office functions. Mergers and Acquisitions Systems Thinking No matter the motive for M&A the real work comes with integration.  A systems view for organizations presents organizations as dynamic entities that continually interact with their environment.  Workforce efficiencies, scale efficiencies, combined technology, and market expansion commonly fall under the synergy tag. Synergy seems like a hollow word, but synergy attempts to describe cost efficiencies that occur when companies consolidate into 1 company through a merger or acquisition.  Post-merger integration is where the components disrupt or combine to create a new …

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Mergers and acquisitions systems thinking strategies, part 2

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When evaluating merger integration risk the reality is true integration risk identification can only happen with an evaluation of systems integration. Without front-end, due diligence on human capital integration then too often the deal becomes a post-merger write-off. The result: wasted opportunity, multiples on paper only, and “synergies” left back on the deal table or with the executive hand-shake.

Zander, symphony, orchestra, Toby Elwin, blog

Mergers and acquisitions systems thinking strategies, part 1

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I transitioned into a human capital focus gradually over my career.  My collected experiences just overwhelmingly led me to realize without commitment, understanding, and ownership you have little hope of individual, team, or organization success. What on earth brought about a mergers and acquisitions systems thinking approach? Well where we are usually has a lot to do with where we’ve been AND not just where we’ve been, but if we noticed. Conduct Becoming of Systems People and motivation began to have impact as early as my conducting studies at Berklee College of Music.  As a conductor you need to create a compelling vision that you rely on others to deliver to. As a conductor I will never be as technically proficient as the first violinist [an interesting piece on the role of the first violinist] or the horn player or harpist. …