Organization Effectiveness Consulting enables your organization to thrive under conditions of growing complexity and accelerating change.
Is your organization facing:
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Market disruption, a volatile economic landscape, massive shifts in technology?
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Increased complexity; challenges that span traditional boundaries?
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Dynamic tension between strategic focus and short-term operational pressures?
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A cumbersome bureaucratic structure that inhibits timely and responsive decision-making?
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Greater competition for attracting and retaining top talent – especially a leadership pipeline?
I can work with your organization to:
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Identify the opportunities arising out of disruption and navigate the turmoil that accompanies change;
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Enable teams to better collaborate across departments, functions, and geographic boundaries;
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Facilitate talent management, succession planning and career development;
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Build leadership capacity in your organization;
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Create conditions that foster initiative at all levels of the organization;
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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:
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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.
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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.
