Comments on: Competing values drive organization resistance http://www.tobyelwin.com/competing-values-and-organization-resistance/ organization talent, change, and leadership Thu, 02 Feb 2012 05:09:00 +0000 hourly 1 By: Toby Elwin http://www.tobyelwin.com/competing-values-and-organization-resistance/comment-page-1/#comment-237 Toby Elwin Sat, 10 Apr 2010 07:29:00 +0000 http://www.tobyelwin.com/?p=214#comment-237 I'm pleased you find the post of value. Over the past 15 plus years I've been driven by feeling that if I am to have a seat at the business table, I need to speak in business terms: risk, return, revenue, performance. If I can't frame the challenge in business terms or the opportunity in business terms, I don't deserve to be at the table. I developed this sensitivity in my marketing career, where would see innovative ideas with out any financial or data driven rigor. Even if your data is not 100% accurate, just by going through a risk/return effort you are many steps ahead. Certainly no CFO wants to hear an idea that can not be assessed against their other options and if I can't make a case in the business environment, I don't deserve to be heard. The past 10 years, I've worked heavily in talent and organization development. I find the role of human resources and talent management as a business partner only if human resources (human capital) becomes a revenue drive, not a cost center it so traditionally has found itself. Human resource professionals are responsible to understand the mechanisms of business, if they are not at the business table, it their own fault. Good luck in consulting, it is a great profession and a great chance to really look across industry and draw value from a host of the most demanding clients with the most demanding issues. It can be a selfless role, but knowing your client succeeds and you've provided something sustainable is very satisfying. I look forward to following your thoughts on Twitter now that I've discovered you. It's great that you to added a comment Torbjorn, thanks. I’m pleased you find the post of value. Over the past 15 plus years I’ve been driven by feeling that if I am to have a seat at the business table, I need to speak in business terms: risk, return, revenue, performance. If I can’t frame the challenge in business terms or the opportunity in business terms, I don’t deserve to be at the table.

I developed this sensitivity in my marketing career, where would see innovative ideas with out any financial or data driven rigor. Even if your data is not 100% accurate, just by going through a risk/return effort you are many steps ahead. Certainly no CFO wants to hear an idea that can not be assessed against their other options and if I can’t make a case in the business environment, I don’t deserve to be heard.

The past 10 years, I’ve worked heavily in talent and organization development. I find the role of human resources and talent management as a business partner only if human resources (human capital) becomes a revenue drive, not a cost center it so traditionally has found itself. Human resource professionals are responsible to understand the mechanisms of business, if they are not at the business table, it their own fault.

Good luck in consulting, it is a great profession and a great chance to really look across industry and draw value from a host of the most demanding clients with the most demanding issues. It can be a selfless role, but knowing your client succeeds and you’ve provided something sustainable is very satisfying.

I look forward to following your thoughts on Twitter now that I’ve discovered you. It’s great that you to added a comment Torbjorn, thanks.

]]> By: @torbjornrive http://www.tobyelwin.com/competing-values-and-organization-resistance/comment-page-1/#comment-236 @torbjornrive Sat, 10 Apr 2010 02:19:00 +0000 http://www.tobyelwin.com/?p=214#comment-236 This is great. I love your focus on risk and no-nonsense, drowned out (often) by management and leadership efficiency attempts. I am one month into my new management consulting co, and I feel I can finally focus on calculated risk and real client service concern. Found this via your new post on organizational culture eating strategy for lunch. thanks! This is great. I love your focus on risk and no-nonsense, drowned out (often) by management and leadership efficiency attempts. I am one month into my new management consulting co, and I feel I can finally focus on calculated risk and real client service concern.

Found this via your new post on organizational culture eating strategy for lunch.

thanks!

]]>