Open offices are all the rage now (literally and figuratively). I designed and directed the change management program for this company’s flagship implementation of their global Workplace strategy.  Employees were anxious about the idea of an open office, and they were dealing with new leadership and a business divestiture that would split the company. So how’d it go…?

This company developed a blockbuster product, acquired another company, doubled in size, and tripled in revenue in less than two year’s time. They were still running their business on MAPICS, so new global processes and an ERP system were essential to continue the growth trajectory. But this was much more than implementing new processes and systems. It was an identity crisis. It would require mindset and behavior change. Here’s how I helped…

This company’s HR division was implementing more than 30 new systems in a two-year period. When I joined as a change management consultant, each project had its own project manager and communication plan. My client knew confusion would ensue if end-users were bombarded with multiple communications about the various projects. This is where I came in…

There's no need to describe the deluge of emotions that go along with job change, job loss, and outsourcing. For this Fortune 200 entertainment company, I led the change management program for a global finance restructuring that centralized and outsourced corporate accounting services in more than 14 international territories. Here’s how I helped employees and leaders through the change curve…