Consulting

Experience

Over the past 19 years, Jerry has worked for small, medium, and large companies including Deloitte, Amgen Biotech, CheckFree, Procter & Gamble and Motorola. As a business consultant, corporate trainer and process engineer, Jerry partnered with business leaders and CEOs to help carry their organizations to the next level through: organizational development and change management, leadership development, project management, and business process improvement.

Jerry has worked on many large scale projects including several global projects that spanned across 36 countries. Jerry works directly with his clients to better understand their needs and then designs a program to help them accelerate success in the goals that they have set out to achieve.

Organizational

Change

Management

Consulting

Jerry is a Certified Organizational Change Manager and has over 10 years of experience in helping Executives and Managers to plan for, lead and manage organizational change. Jerry’s experience as an Organizational Change Management Consultant includes working on global software development projects, business process improvement projects, technology change projects, organizational structural change initiatives and organizational cultural change initiatives.

There are a variety of organizational change management methodologies that Jerry has used in the past, but the most common approach that he uses is a 4 Phased Approach. The 4 Phases are:

Phase 1: Assessment

The assessment phase is a very critical first step in the organizational change management process. Unfortunately, this step is often overlooked or skipped and the organization or project team jump right into planning. When this happens, it is almost guaranteed that the project team will experience more problems than if it had taken the time to do proper assessments prior to planning.

During the Assessment Phase is where valuable insight about the organization’s capability and capacity for change is determined. Key activities that occur during the Assessment Phase includes conducting:

Sponsorship Assessment
Key Stakeholder Analysis
Key Stakeholder Interviews and Focus Groups
Organizational Change Readiness Assessment
Initial Organizational Impacts Assessment

Phase 2: Planning

Once the assessments have started and data has been collected and analyzed, then an overall Organizational Change Management (OCM) Plan can be developed. The OCM Plan could include:

Organizational Change Management Strategy and Approach
Communication Plan
Training and Coaching Plan
Leadership Action Plan
Resistance Management Plan
Change Impact Mitigation Strategy
Workforce Transition Strategy and Plan
Employee Change Agent Network Plan

Phase 3: Implementation

Once the plans have started to be developed, then it is time to implement and execute against those plans. During this phase, it is important to:

Monitor and track progress against the plans
Gather key stakeholder and employee feedback
Analyze the effectiveness of the change
Make any necessary adjustments to the OCM Plan and the associated activities

Phase 4: Sustainment

The last phase, Sustainment, is crucial to organizational change management in that it provides the mechanism to help accelerate the changes being adopted into the organization and it ensures that the change efforts are sustained in the long run. Often times, without an emphasis on sustainment, employees and managers will revert back to the “old way” of doing things and the benefits of the change initiative will not be fully realized to the degree that was expected. The Sustainment Phase focuses on:

Identifying and creating quick wins
Communicating and celebrating success stories
Promoting and reinforcing expected behaviors that are aligned with the change
Recognizing and rewarding staff the demonstrate the change behaviors
Gathering employee feedback regarding the change

Phase 1: Assessment

The assessment phase is a very critical first step in the organizational change management process. Unfortunately, this step is often overlooked or skipped and the organization or project team jump right into planning. When this happens, it is almost guaranteed that the project team will experience more problems than if it had taken the time to do proper assessments prior to planning.

During the Assessment Phase is where valuable insight about the organization’s capability and capacity for change is determined. Key activities that occur during the Assessment Phase includes conducting:

Sponsorship Assessment
Key Stakeholder Analysis
Key Stakeholder Interviews and Focus Groups
Organizational Change Readiness Assessment
Initial Organizational Impacts Assessment

Phase 2: Planning

Once the assessments have started and data has been collected and analyzed, then an overall Organizational Change Management (OCM) Plan can be developed. The OCM Plan could include:

Organizational Change Management Strategy and Approach
Communication Plan
Training and Coaching Plan
Leadership Action Plan
Resistance Management Plan
Change Impact Mitigation Strategy
Workforce Transition Strategy and Plan
Employee Change Agent Network Plan

Phase 3: Implementation

Once the plans have started to be developed, then it is time to implement and execute against those plans. During this phase, it is important to:

Monitor and track progress against the plans
Gather key stakeholder and employee feedback
Analyze the effectiveness of the change
Make any necessary adjustments to the OCM Plan and the associated activities

Phase 4: Sustainment

The last phase, Sustainment, is crucial to organizational change management in that it provides the mechanism to help accelerate the changes being adopted into the organization and it ensures that the change efforts are sustained in the long run. Often times, without an emphasis on sustainment, employees and managers will revert back to the “old way” of doing things and the benefits of the change initiative will not be fully realized to the degree that was expected. The Sustainment Phase focuses on: