TABLE OF CONTENTS The best designed model or technique will be worthless unless it is integrated efficiently and effectively in the organization. Although the ROI methodology presented in this book is a step-by-step, methodical, and simplistic procedure, it will fail even in the best organizations if it is not integrated into the mainstream of activity and fully accepted and supported by those who should make it work in the organization. This chapter focuses on the critical issues involved in implementing the ROI methodology in the organization.
With any new process or change, there is resistance. Resistance shows up in many ways negative comments, inappropriate actions, or dysfunctional behaviours. Table 11-1 shows some comments that reflect open resistance to the ROI methodology, based on a decade of implementation experience of the author, his partner, and associates. Each represents an issue that must be resolved or addressed in some way. A few of the comments are based on realistic barriers, while others are based on myths that must be dispelled. Sometimes, resistance to ROI reflects underlying concerns. The individuals involved may have fear of losing control and others may feel that they are vulnerable to actions that may be taken if their programs are not successful. Still others may be concerned about any process that requires additional learning and actions.
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