Successful Independent Consulting

JANUARY 20, 2017

Let’s look at some examples. Here are some excerpts from their résumés and profiles: PROFESSIONAL SUMMARIES Organizational change expert with 16 years of experience in large-scale technology implementations for the Fortune 500. Translation: change management for IT projects. Translation: turnaround expert.

Consulting 150

Consulting Turnaround Exercises Technology Implementation 150

Markovitz Consulting

JULY 11, 2017

He describes his “shock and awe” approach (my terminology) in his excellent book The Lean Turnaround , where he takes the company through several week-long kaizen events. He’s found that it’s easier to get patients to change unhealthy parts of their lifestyle through small, incremental modifications than through wholesale changes.

Turnaround 100

Turnaround Fashion Training Training 100

Harvard Business

OCTOBER 17, 2016

What she learned informed her strategy for the turnaround, which she then communicated through a series of town halls, roundtables, and memos. ” And she restored the company’s profitability — the turnaround was a success. Anderson provides another good example. Hope rekindled. Energy returned.”

Turnaround 28

Turnaround How To Survey Enterprise 28

Harvard Business

OCTOBER 24, 2016

The pattern is clear, and diligent leaders often devote countless resources to planning out the perfect change management initiative. Historically, the organization’s culture had been slow and unresponsive because decision making resided largely at the top.

Turnaround 28

Turnaround Change Management Leadership Operations 28

Harvard Business

MARCH 12, 2018

But when some CEOs in this position look at the people they employ, they discover a problem: a swath of their existing team doesn’t have the necessary skills or metabolism for change to meet the new challenges. Volvo’s turnaround over the last decade offers a great example.

Talent 28

Talent Engineering Case Interview Turnaround 28

Harvard Business

DECEMBER 22, 2016

In the end, a combination of unattainable objectives, an environment that lacked transparency, and a culture where failure was not perceived to be a viable option, led some VA administrators and clinic staff to manipulate data to make it appear as though the wait time goal was being achieved.

Culture 28

Culture Leadership Resources Healthcare 28