Organizational Change Management
Strategic Project Communications + Emotional Intelligence = Successful Change
When it comes to making an organizational change, lack of buy-in is the most commonly cited roadblock. Even with an excellent project plan and qualified staff in place, too many initiatives fail because of poor or inadequate communication. I can help you develop and execute a communication plan that is integrated with your project plan, taking into account the needs of your key stakeholders, as well as the unique attributes of your corporate culture, to ensure a smooth transition.
Some of my happy clients
As the Senior Strategist led a full, cross-organizational review of active projects and their performance and alignment with organizational goals. Following the readout to senior leadership, was hand selected to lead a strategic "balanced scorecard" initiative to define new organizational objectives and work with cross functional leadership to re-prioritize the entire organization's project portfolio for a three year horizon.
Led the review of contact center vendors that transitioned into the development of a cross organization strategy for the consolidation of contact center offerings for the newly mergedentity. Provided broad ranging infrastructure support to leadership team including KPI development, standardized monthly reporting, intra-team coaching and marketing operational support (e.g. end user needs assessments, touch point mapping).
Aided ProdPad founders through organizational evolution resulting from the startup's initial growth spirt. Activities included strategic guidance in establishing their organization's mission, values and goals and the measurements to be used to keep the fast growing company on track. Additional deliverables were created to support these goals across multiple functional areas such as HR, sales, marketing and business development.
Lead the consolidation and documentation of the newly merged Government Affairs team's job descriptions (13+ roles at regional and national levels). Used the three organizations' (Charter, Time Warner Cable and Brighthouse) very different organizational structures to raise awareness to leadership team of cultural, skill set and process differences, making recommendations regarding how to best transition to a single, cohesive team.
Program Manager for the Dual Mode Program, the first line of products to be launched out of the newly merged entity – personifying the new Fortune 50 Company to the world marketplace. This was a multi-tier product program joining the two companies´ network, billing, and provisioning elements and was classified as having the highest level of complexity, required deft program management skills, and agility in communicating with all levels of management throughout the two company cultures and corporate structures.
Project Lead for the Creative Agency Review that analyzed each marketing team's (research, digital, print, channel sales, multi-media) needs, processes and budgets to determine if a "one integrated agency" approach was viable. Led the cross functional team in reviewing creative agency RFPs, used unique decision criteria that resulted in the consolidation of their multiple agency ~£100 million annual marketing spend into one, integrated agency partner. Exercised the utmost discretion througout the process to protect the company's reputation.