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consulting

Organization Effectiveness Consulting enables your organization to thrive under conditions of growing complexity and accelerating change.

Is your organization facing:

  • Market disruption, a volatile economic landscape, massive shifts in technology?

  • Increased complexity; challenges that span traditional boundaries?

  • Dynamic tension between strategic focus and short-term operational pressures?

  • A cumbersome bureaucratic structure that inhibits timely and responsive decision-making?

  • Greater competition for attracting and retaining top talent – especially a leadership pipeline?

 

I can work with your organization to:

  • Identify the opportunities arising out of disruption and navigate the turmoil that accompanies change;

  • Enable teams to better collaborate across departments, functions, and geographic boundaries;

  • Facilitate talent management, succession planning and career development;

  • Build leadership capacity in your organization;

  • Create conditions that foster initiative at all levels of the organization;

  • Facilitate courageous conversations that result in practical solutions to core business challenges.

• CAREER & LIFE TRANSITION COACHING

• LEADERSHIP & EXECUTIVE COACHING

• ORGANIZATION CONSULTING

• WORKSHOPS / SEMINARS

Clients include:

– Apple Computer
– Micro Focus
– Tektronix
– Seagate
– Applied Materials
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– Kaiser Permanente
– Dignity Health
– Merck Pharmaceuticals
– Alza Pharmaceuticals
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– Levi’s

– Fresh Express
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– E*Trade

– Charles Schwab

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– Stanford University
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– U.S. Dept. Education
– U.S. Forest Service
– Environmental Protection Agency
– CA Dept. Health Services
 

ORGANIZATION CONSULTING

EXAMPLES OF CLIENT ENGAGEMENTS AND RESULTS:

New Product Introduction Optimization

The time it took to introduce new products to the market had increased each of the previous five years for a billion dollar electronic measurement and test equipment company. At the same time, competitive pressures were siphoning off market share. I was engaged to reduce the time it took to bring new products to market in a pilot with their graphic terminals and systems business unit.

 

Process:

Conducted post mortem of a recently cancelled project that had been more than one year late and 37% over budget.

Outcome: Identified practices that were not working and lessons learned

 

Held In-depth interviews with Project Managers on three successful product implementations

Outcome: Identified best practices and lessons learned

 

Facilitated integration of ‘Agile’ with more structured project management methodologies.

Outcome: ‘Agile’ methodology maintained along with a disciplined process for storing and managing source code in a revision control system. This led to more effective workflows and collaboration.

 

Determined there was a lack of standard project management practices.

Outcome: Developed targeted training for Project Managers, which introduced a standardized set of Project Management practices and a way to close skill gaps.

 

Result:

  • Over a 24 month time period, the average time-to-market for new product introductions was reduced by 34% - from 18 to 11.9 months. 

  • Success in reducing time-to-market and greater predictability resulted in the decision to expand the engagement from an initial pilot to full-scale implementation in all divisions of the company over a three-year period.

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