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Proactive Review

Proactive Review

Ditte Kolbaek
Copyright: © 2015 |Pages: 19
ISBN13: 9781466664531|ISBN10: 1466664533|EISBN13: 9781466664548
DOI: 10.4018/978-1-4666-6453-1.ch005
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MLA

Kolbaek, Ditte. "Proactive Review." Utilizing Evidence-Based Lessons Learned for Enhanced Organizational Innovation and Change, edited by Susan McIntyre, et al., IGI Global, 2015, pp. 82-100. https://doi.org/10.4018/978-1-4666-6453-1.ch005

APA

Kolbaek, D. (2015). Proactive Review. In S. McIntyre, K. Dalkir, P. Paul, & I. Kitimbo (Eds.), Utilizing Evidence-Based Lessons Learned for Enhanced Organizational Innovation and Change (pp. 82-100). IGI Global. https://doi.org/10.4018/978-1-4666-6453-1.ch005

Chicago

Kolbaek, Ditte. "Proactive Review." In Utilizing Evidence-Based Lessons Learned for Enhanced Organizational Innovation and Change, edited by Susan McIntyre, et al., 82-100. Hershey, PA: IGI Global, 2015. https://doi.org/10.4018/978-1-4666-6453-1.ch005

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Abstract

The aim of this chapter is to provide a theoretically based and proven educational design for learning from experience in the context of a work. This chapter includes some of the theoretical considerations as well as the final educational design for Proactive Reviews, as exemplified in a case study from a worldclass IT company based in more than 60 countries across Europe, the Middle East, and Africa. From 2005 to 2012, Proactive Review was developed and implemented in more than 40 countries. The chapter describes the four roles involved in a Proactive Review: the participant, the sponsor, the top management, and the facilitator. The results of a Proactive Review can be both tangible and intangible and have an impact on the participants, their teams, and the organization's products, services, and ways of working. Finally, the chapter provides recommendations for successful Proactive Reviews.

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