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The value of information and the link to development

Information is not competitive advantage, knowledge is competitive advantage. What you know is information, only when you socialize your information does it then have potential to become knowledge. An organization’s socialized knowledge is really their competitive advantage and information and knowledge are both human capital issues. Enterprise knowledge management is a critical strategic need and [...]

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Tagged as: actions, communication, competitive advantage, development, goals, information, knowledge, knowledge management, linkage, objectives, socialize, strategy

Fistful of beans 01/19/2011

5 things I’ve seen, read, or thought might seed results: 1. The tussle for talent — The Economist Successful companies integrate talent development with their broader strategy to ensure that companies are more than the sum of their parts. P&G, for example, likes its managers to be both innovative and worldly: they cannot rise to the [...]

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Tagged as: acquisition, fistful of beans, HR Capitalist, human capital assessment, magazine, strategy, talent, The Atlantic, The Economist, Wall Street Journal

Fistful of beans 01/12/2011

5 things I’ve seen, read, or thought might seed results: 1. New Year, New Measurement Challenges — Talent Management Magazine Measuring talent management effectiveness requires knowing the answer to questions such as “Is the organization attracting better quality applicants?” or “Is the organization retaining its most productive employees?” While relatively few organizations measure the effectiveness of [...]

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Tagged as: CFO, culture, fistful of beans, HR Capitalist, innovation, magazine, strategic planning, strategy+business, The Atlantic

Technical ability does little to mitigate risk

Organizations don’t simply run from a strategic plan prescription. Projected cash flows don’t deliver themselves. Business units don’t run in a vacuum. All these efforts take the collaborative knowledge, ability, and skills of people and teams. If you recruit people with evaluation efforts that focus on industry experience, work history, and academic education, evidence shows [...]

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Tagged as: assessment, cognitive, competencies, competency, David McClelland, EI, Emotional Intelligence, human capital assessment, IQ, operational, Richard Boyatzis, risk, social

Fistful of beans 01/05/2011

5 things I’ve seen, read, or thought might seed results: 1. Waiting, Wondering, Worrying — CFO Magazine What if 10% unemployment is the new normal? A view from your friendly C-suite, corner office about employment, human capital, and competition. Also some views on if layoffs and downsizing really benefit shareholders or benefit Wall Street analysts. What [...]

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Tagged as: CFO, change, Chief Financial Officer, Chief Information Officer, CIO, consulting, employment, fistful of beans, Hulu, information technology, magazine

Motivation management is resource management

In this age of cheaper, faster, better, resource management is critical to organization survival. The resource that is the biggest organization challenge to manage is motivation. To drive organization health both internal, employee, motivation as well as external, customer, motivation need alignment. Each day when the closing bell chimes, whether that bell chimes in your [...]

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Tagged as: customer, employee, knowledge, market, motivation, project management, resource

In review: Quality communication in social media

December 2010 in review. A roundup of blogs from the previous month: Quality communication in social media (guest blog) — Helping doctoral students design quantitative research studies as well as analyzing and interpreting data dissertations occurred to me that some aspects of a doctoral dissertation could be applied to social media communications to make information [...]

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Tagged as: CFO, change, change management, communication, development, EI, Emotional Intelligence, EQ, IQ, learning

Fistful of beans 12/29/2010

5 things I’ve seen, read, or thought might seed results: 1. Speed to Market: Increasing Knowledge Velocity — Chief Learning Officer Magazine The most pressing strategic learning need facing business today is managing knowledge needed by front-line performers. There is a prevailing belief that management knows best and front-line employees just need to be told [...]

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Tagged as: CFO, Chief Financial Officer, Chief Learning Officer, CLO, Fast Company, fistful of beans, human capital assessment, Human Resource Executive, human resources, influence, learning, social media, strategy, The Atlantic

The pain with change

Bill Hybels, on stirring change, says, “Leaders move people from here to there… The first play is not to make ‘there’ sound wonderful. The first play is to make ‘here’ sound awful.” Though this is a quote on leadership, the key to so many change mantras is that change only comes about when the level [...]

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Tagged as: AI, Appreciative Inquiry, Bernard Mohr, Bill Hybels, change, change management, community, Jane Magruder Watkins, leadership, organization development, strategic planning, strategy

Fistful of beans 12/22/2010

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. [...]

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Tagged as: advertising, Bloomberg Businessweek, Boston Globe, CFO, change, Chief Learning Officer, Competing Values Framework, EI, Emotional Intelligence, Fast Company, fistful of beans, intelligence, IQ, M&A, management, marketing 2.0, McKinsey, McKinsey Quarterly, media, mergers and acquisitions, strategy

Fistful of beans 12/15/2010

5 things I’ve seen, read, or thought might seed results: 1. Twitter for Talent — Talent Management Magazine A great take on social media and social networking productivity benefits and insights that can be used to round out formal performance and talent rating and ranking processes. 2. Saul Griffith’s House of Cool Ideas — Inc. Magazine Saul Griffith is [...]

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Tagged as: Boston Globe, Crash Course, Fast Company, fistful of beans, Inc., innovation, mergers, motivation, non-profit, Saul Griffith, talent, Twitter

The 2 most important learning metrics

CEOs care about learning programs. To gain more executive-level interest, guess what learning and development folks? CEOs want metrics. The learning metrics you may have collected and reported on might need adjustment to become important to an executive. The organization challenge that leader’s need to recognize is that an organization’s ability to learn and to [...]

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Tagged as: development, human capital strategy, impact, Kirkpatrick's Four Levels of Learning, Kirkpatrick's Four-Level Evaluation Model, learning, metrics, roi, strategy, training

Recap: Emotional Intelligence

Social intelligence, social competence, emotional competence, interpersonal intelligence, intrapersonal intelligence, emotional adaptiveness, emotional quotient, emotional intelligence, EQ, and EI. There are many schools and many thoughts about what is and is not emotional intelligence. And just as many tools that attempt to measure, monitor, and predict the impact of emotional intelligence. For me, Emotional Intelligence [...]

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Tagged as: cost of culture, EI, emotional competence, Emotional Intelligence, EQ, hiring, recruiting, social competence, strategy, VC, venture capital

Quality communication in social media

As a professional statistician, I help doctoral students design quantitative research studies, and analyze and interpret their data, for their dissertation. It occurred to me that some aspects of a doctoral dissertation could be applied to social media communications to make information and conversations more rigorous and tractable. If all you have is a hammer, [...]

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Tagged as: project failure, project management, risk, social media, Statistically Significant Consulting, statistics, Steve Creech

In review: Scope or: how to manage projects for organization success; stakeholder analysis template

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 [...]

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Tagged as: communication, impact, M&A, mergers and acquisitions, risk, scope, systems thinking, template

Mergers and acquisitions failures are project management failures

Projects are how organizations realize their strategies. To remain competitive organizations rely on successful project delivery. Delivering on budget, on time, and within scope defines project success. Using a project management hat to review mergers and acquisitions reframes the effort as a project to deliver on budget, within a certain time, and on expected synergies [...]

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Tagged as: Accenture, acquisitions, Bain & Company, Carleton, Deloitte & Touche, failure, Fortune, Hay Group, KPMG, M&A, magazine, McKinsey, merger, mergers and acquisitions, project, project management, Project Management Institute, risk, Sarbonne, scope, statistics

Recap: Communication in the age of saturation

A recap on my series of blogs around communication in the age of saturation. Preamble: Marketing 2.0 – You better free your mind instead The printing press brought us Marketing 1.0. Marketing 1.0, however, did not bring information to all equally. Information really relied on distribution and distribution relied on money. Marketing 1.0 was owned [...]

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Tagged as: communication, marketing 2.0, social media, social media marketing, Twitter, viral marketing

Recap: Scope or how to manage projects for organization success

A recap on my series of 4 blogs around project scope. Includes links to slide deck and customizable templates: 1. Scope or: How to manage projects for organization success, part 1 The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations. Scope is one [...]

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Tagged as: impact, impact analysis, project management, scope, stakeholder, stakeholder analysis, template

Mergers and acquisitions systems thinking strategies, part 3

Systems thinking strategies for mergers and acquisitions (M&A) provide better integration valuations and post-merger operations. Organizations are composed 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. No matter the motive for [...]

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Tagged as: human resources, M&A, mergers and acquisitions, private equity, risk, systems theory, systems thinking, talent, training, valuation, VC

Mergers and acquisitions systems thinking strategies, part 2

Many mergers and acquisitions fail to understand the full impact of what systems truly encompasses. When evaluating merger integration risk the reality is true integration risk identification can only happen with an evaluation of systems integration. However, systems strategy discussions frequently devolve into information technology systems strategies. As much as the information technology needs an [...]

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Tagged as: integration, M&A, mergers and acquisitions, portfolio, private equity, Roger Evered, strategy, systems theory, systems thinking, Thomas G. Cummings, VC

Scope or: how to manage projects for organization success; stakeholder analysis template

A stakeholder is anyone [or any group] who can positively or negatively affect the outcome of the project. Risk is anything that can positively or negatively affect the outcome of the project. So, identifying and managing project stakeholders is an important step to identifying and managing project risk. Each project has a unique set of stakeholders, [...]

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Tagged as: communication, human capital assessment, impact, impact analysis, project, project management, risk, scope, scope management, stakeholder, stakeholder analysis, talent assessment, template

In review: Mergers and acquisitions systems thinking strategies, part 1

October 2010 in review. A roundup of blogs from the previous month: Mergers and acquisitions systems thinking strategies, part 1 — Leadership, management, and talent create and sustain organization success. The total environment of an organization is a major determinant of corporate choice and corporate success. A key to change is circular reasoning — Supporting the [...]

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Tagged as: change, change management, communication, cost of culture, leaders, risk, strategy, trust

Your star performer creates employee resentment

In school, those model students who shine above others and are always ready to “help” others risk more than a roll of their classmates’ eyes in the working world. In organizations the model employee willing to help others risks outright employee resentment. How you identify and manage these star performers may impact more than just [...]

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Tagged as: collaboration, human capital management, human resources, motivation, project, team, team player

Hiring the right person is more cultural than technical

As mentioned in the post Hiring is more emotional than rational technical skill rarely assures success in an organization. There are just too many elements that impact someone’s success that are more important than technical fit. Many times when you plant an individual into a team, business unit, or client site there is potential damage that no [...]

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Tagged as: Competing Values Framework, cost of culture, Emotional Intelligence, hiring, onboarding, recruiting, return on talent, talent

Our big letdown with leaders

A good piece in Sunday’s Boston Globe Ideas section reveals we human beings disappoint easily. And if we are easy to disappoint we are acutely set up for big letdowns from leaders all around us. However, the big letdown and disappointment we beings feel really may have more to do with us then the leaders themselves. Here [...]

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Tagged as: Art Markman, Boston Globe, change, Drake Bennett, Eleanor Roosevelt, innovation, Jeremy Burrus, Justin Kruger, Laura Kressel, leaders, leadership, transformation

The key to change is circular reasoning

Innovation is based on circular reasoning and the key to innovation is change, but change relies on community, but what does community rely on? Let’s try to break into this circle [stay with me, further down the list reveals why I started on 2.]: 2. Can’t have community without transparency 3. Can’t have transparency without [...]

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Tagged as: change, change management, community, innovation, Likert scale, motivation, Peter Block, risk

Mergers and acquisitions systems thinking strategies, part 1

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 [...]

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Tagged as: change, change management, human capital assessment, human capital strategy, Kenneth Boulding, Leonard Lewin, M&A, mergers and acquisitions, Robert Ornstein, Roger Evered, strategy, systems theory, Thomas G. Cummings

In review: Golden parachutes reward risk or moral hazard?

September 2010 in review. A roundup of blogs from the previous month: Golden parachutes reward risk or moral hazard? — No matter the solutions recently suggested, like England’s Cadbury and Hampel codes for public companies, America’s recent financial-reform act, or clawback clauses, there remains one conflict: business ethics will never win over moral hazard. The bureaucrat and bureaucracy revisited [...]

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Tagged as: Abraham Maslow, bureaucracy, bureaucrat, competency models, Competing Values Framework, Emotional Intelligence, golden parachute, Herzberg's Motivation-Hygiene Theory, innovation, moral hazard, organization performance, risk

4 performance myths dispelled and no more performance reviews

September’s Talent Management magazine writer Mr.Harold D. Stolovitch provides a reality check within his Human Performance column titled Dispelling Performance Myths: High job satisfaction results in high performance When employees select their own work goals, their motivation to achieve them is greater Personality inventories used for selection purposes are strong predictors of job performance success [...]

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Tagged as: management, motivation, organization performance, performance management, Samuel Culbert, talent assessment

The key to innovation may be better employee hygiene

Today’s drive for continual innovation, as it is taught, as it is written about, as it is sought, and as it is crowd sourced has a lot to do with early pioneers in management theory. For example why is hygiene important to innovation? Innovation needs motivation and motivation needs hygiene to succeed. The humanistic management school emphasizes, [...]

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Tagged as: Abraham Maslow, fear, Frederick Herzberg, Herzberg's Motivation-Hygiene Theory, Herzberg's Two Factor theory, innovation, leadership, management, motivation, od, organization development

Evaluating risk: financial models versus competency models, part 2

Models attempt to identify the assets that have value. How to manage those assets. And how to strategically turn these assets into money. This is a 2nd, follow-up, post comparing financial models to competency models to evaluate risk. As I mentioned in that post, typical financial models and their build-outs inherently ignore important aspects of [...]

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Tagged as: competency, David McClelland, due diligence, evaluation, financial, investment, leadership, model, models, private equity, recruiting, retain, train, training, VC

Hiring the right person is more emotional than rational

You have to assume every person you interview has the technical skill to do the job. Once past the traditional human resources gate-keeper by the time you meet a candidate they have the skills. When assessing a hire it is not only technical skill that keys your decision, it is about integration or how they [...]

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Tagged as: Competing Values Framework, cost of culture, Daniel Goleman, EI, Emotional Intelligence, EQ, hiring, interview, recruiting, Richard Boyatzis

When a small business should fear growth

A small company is a dynamic, creative place where it is necessary for people to take risks to build a new organization. Leaders of small companies are visionaries and there are strong demands for innovation to do more with less and to bite off grand goals. The people that work in small companies work around an assumed [...]

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Tagged as: change, Competing Values Framework, cost of culture, human capital assessment, human capital development, human capital strategy, organization, organization sabotage, risk, skills

What for-profits can learn from non-profits

For-profits commonly look down upon the management and staff of non-profits as woefully inefficient. Non-profits are hounded relentlessly to operate more like for-profits. An Economist article, Profiting from non-profits, writes about the reverse flow of innovation for-profits can gain from non-profits. When I mentioned non-profits, charities might come to mind first, but non-profits covers: hospitals, [...]

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Tagged as: cost of culture, for-profit, motivation, non-profit, private, strategy

The bureaucrat and bureaucracy revisited

Max Weber (1864 – 1920) was a German sociologist, political scientist, and economist and was an admirer of forms of organizations found in German government circles. His views on bureaucracy, when revisited, provide an interesting set of implications, my comments, if any, are in brackets: Each office has fixed duties Impersonal rules and regulations apply [...]

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Tagged as: bureaucracy, bureaucrat, governance, management, management science, management theory, Max Weber, theory

Golden parachutes reward risk or moral hazard?

The July 31st Economist wrote an article called The wages of failure and brought an interesting perspective to those CEOs dismissed because or PR disasters. Do golden parachutes reward bad leadership or reward risk crucial for a firm to rebuild, re-imagine, and compete within capitalism? The article acknowledges the outrage many have to folks like [...]

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Tagged as: compensation, leadership, moral hazard, reform, risk, shareholder

In review: A key to why so many companies blow it in social media?

August 2010 in review. A roundup of blogs from the previous month: A key to why so many companies blow it in social media? — Do companies blow their social media efforts because they are afraid to fail, preferring to fall back on old marketing rules? The comments section offers a chance for Jonathan Salem [...]

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Tagged as: bureaucracy, cost of culture, hygiene, moral hazard, motivation, organization performance, performance review, project management, risk, small business

9 views into your organization with a project management lens

Project management offers a way to breathe new life into your organization’s competitive and operational advantage, but why is project management seemingly stuck in engineering or scientific theory? Project management may look like an engineering, top-down control process, but project management is less process and more a discipline: like accounting. Anyone familiar with accounting knows asset [...]

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Tagged as: John Kotter, leading change, management theory, organization change, project, project management, Project Management Institute, strategy

2 priorities for competitive advantage

In addition to sales and finance, there are 2 complimentary organization priorities that leaders should focus on to achieve and sustain excellence: understand motivation deliver projects in a routine manner Organizations can stake out a competitive advantage by doing things cheaper or doing things better. Motivation and project management are 2 ways an organization can [...]

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Tagged as: competition, competitive advantage, involvement strategy, motivation, project, project management

Create firm value, build talent during a downturn

Where many leaders chose to cut staff, cut talent management programs or to cut both to reduce costs, a Deloitte Consulting year-long study of 1,800 executives at large companies around the globe found retaining key employees, increasing the hiring of rivals’ future stars, and increasing programs to develop high-potential employees and corporate leaders are strategies to [...]

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Tagged as: Deloitte Consulting, leadership, motivation, opportunity, organization performance, retention

Discounted risk is human capital risk

Many firms admit they rely on the quality of entrepreneur to determine their funding decision, but rarely is this “quality” represented in a measurable, comparable assessment, or at least as measurable as weighted average cost of capital, discounted cash flow, capital asset pricing model, risk-adjusted rate of return, and other abstract financial models. Human capital [...]

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Tagged as: behavior, behavioral competency, cost of culture, Emotional Intelligence, human capital assessment, private equity, risk, venture capital

The intervention as organizational rehab

When organizations promote star talent, I’ve never once heard about their star’s organization development technical skills as key to their promotion. When I read a press release for a C-level hiring, promotion, or bonus being paid out, I’ve never once seen organization development highlighted as a key to their success. When building job roles, descriptions, [...]

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Tagged as: Edgar Schein, human resources, intervention, od, organization development, organization performance, Richard Arvid Johnson, Richard Beckhard, talent

Evaluating risk: financial models versus competency models, part 1

We make models to get an idea, on a small-scale, of what might happen on a large-scale. Models help identify risk and attempt to predict outcomes. Many use models to then run scenarios or alternatives to identify what could or should be. Models then become a map for many management discussions as models provide options [...]

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Tagged as: change, competency, economics, finance, financial, financial models, human capital assessment, model, models, risk

Business as a foreign language for HR professionals

Today in Human Resource Executive Online I eagerly read a post titled Is Business a Foreign Language for HR? Anyone who has seen or read my blogs knows, I’m pretty insistent that HR (organization development, organization behavior, training, diversity, compensation) does not deserve a place at the table until HR understands the essentials of business: finance [...]

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Tagged as: finance, HR, human resources, od, organization development, sales

A key to why so many companies blow it in social media?

Last week I posted Marketing interruption still trumps engagement, really? I quoted global brand strategist Jonathan Salem Baskin’s Advertising Age blog where he presents his case that brands have always had it correct: Brands always had conversations with consumers, whether via broadcast TV or chiseled on clay tablets. The rules have also been consistent over [...]

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Tagged as: advertising, communication saturation, Conversation Prism, engagement, Marketing, social media, strategy

In review: Organization sabotage and the butterfly effect

July 2010 in review. A roundup of blogs from the previous month: Organization sabotage and the butterfly effect — As a manager, running a team takes more than lining people up and pointing to the finish line. People are all not only motivated by salary. A leader or a manager may feel sabotaged when their [...]

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Tagged as: change, change management, content, economy, innovation, investment, James Fallows, leadership, management, motivation, organization, project, talent, tax, The Atlantic, venture capital

Organizations don’t change, people change

Organizations are, quite simply, made up of social interactions: groups of people. Organizations will not change if people do not change. There is no such thing as organization change, they don’t change, people change. All change: transformation, business process reengineering, technology implementation, mergers & acquisitions, Total Quality Management, Six Sigma, strategic planning or, if you [...]

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Tagged as: change, change management, Charles Darwin, leading change, organization development, project management, strategy

Marketing interruption still trumps engagement, really?

Great post on Advertising Age website titled: Why Interruption Still Trumps Engagement [click for .pdf to avoid onerous login]. The key to the blog is the closing and I think it is worth your read because it gives yet another view of social media’s critics. The author, Mr. Jonathan Salem Baskin, states the social-media revolution [...]

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Tagged as: advertising, brand, engagement, interruption, Marketing, social media

Can you engineer regional innovation clusters?

Innovation comes from opportunity and diversity. Can diversity and innovation be engineered? We all see the newspaper pronouncements of local, state, or federal tax incentives to draw investors and to build innovation clusters . The key for clusters to succeed is for clusters to cultivate of high, value-add industries and supply chains as well as [...]

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Tagged as: Boston, cluster, innovation, investment, seed investment

Organization development is business growth

Organization development has yet to earn a role in all organizations. Only the most progressive companies even have an organization development role, staff, department, or group. The challenge to organization development success is that it is hard to find a linear trajectory for success. Organization development may have clear goals, but the reality, there is rarely [...]

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Tagged as: Boston, Fortune 500, Massachusetts, MassBayODLG, network, networking, new england, new york, od, ODNNY, organization development, organization performance, SBODN, silicon valley, strategy

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Quick Bio

Toby Elwin has lived around the world and worked globally with, and for, some of the most highly-respected leaders and organizations in their fields.

This site, and thoughts, are rooted in the role leadership and talent have on an organization's motivation to influence, achieve, and sustain.

Toby's work combines systems theory, organization development, marketing, and portfolio and project management from more than 15 years in post-merger integration.
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Blog Archives
Biggest Influences – So Far

See Influence page for more detail:

The Modern Firm: Organizational Design for Performance and Growth by John Roberts

The Workforce Scorecard by Mark A. Huselid, Brian E. Becker, and Richard W. Beatty

Against the Gods: The Remarkable Story of Risk by Peter L. Bernstein

The Future of Ideas by Lawrence Lessig

The Truth About Thriving in Change by William S. Kane

The Motivation to Work by Frederick Herzberg, Bernard Mausner, and Barbara Bloch Snyderman

The New Rules of Marketing and PR by David Meerman Scott

Working with Emotional Intelligence by Daniel Goleman

The HR Value Proposition by Dave Ulrich

The Strategy Paradox by Michael Raynor
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