Change Leadership, Organization Effectiveness

Brian D. Yost

***** *** *****, *** *******, CA **580 Phone 510-***-**** Cell: 510-***-****

Email: ac2di6@r.postjobfree.com https://www.linkedin.com/in/briandyost website: www.yostassociates.net

Senior Organization Change Consultant

Summary

Extensive Breadth and Depth of Successful Organization Change Experience

Early consulting career includes corporate-wide transformational turnarounds, mergers, management systems implementations, startups, closures and leader, strategy, structure and culture change.

Recent Change Management experience in ERP installations and other IT upgrades, business process redesign, reengineering. Projects included all key change levers (e.g., communication, training), budgets up to $150 million, thousands of users.

Track Record Few can Match -- Across a Wide Variety of Industries

Enabled very successful transformational turnarounds (from industry laggards to leaders) of six Fortune 500 businesses, involving massive change of all design elements, e.g., purpose, paradigms, vision, values, principles, goals, strategy, processes, systems, structures, capabilities, union relationships.

Dozens of breakthrough/”impossible” results; up to 1000-2000-to-1 ROI, and hundreds of millions in savings

Diagnoses and successful re-implementations of six failed Big Four/Six Change Management-supported initiatives at HP, Chevron, Siemens, Longs Drug

Recognized as among the top handful of OD consultants in the world in OD Practitioner

Chosen by International Center for Organization Design for team of master practitioners of top performance improvement methods for very successful, pioneering collaborative efforts at Exxon, Shell, other leading companies.

Use Uniquely Powerful Change Leadership Methodology – versus Change Management

Have extensive successful experience using a broad spectrum of organization change methods, from the simple and elegant to the most sophisticated

Primarily use Change Leadership methods, which encompass and go far beyond the current popular ones available, such as ProSci, BeingFirst, Kotter, Expressworks, etc.*

Fact: Few Change Management consultants or methods are successful – the failure rate of organization change initiatives has remained at about 70% for four decades, in spite of the widespread use of Change Management facilitation for the last two decades. Organizations are complex, living systems that often require sophisticated, elegant, tailored change processes for successful change

The customized, powerful methods of Change Leadership (vs. the one-size-fits-all, limited, simplistic, mechanically applied methods of traditional Change Management), can ensure success by making virtually any organization change smoother, faster, less costly, and have a higher ROI

The methodology on which Change Leadership is based, Intentional Systems Transformation (IST), is much more advanced and comprehensive than any other, and has been used to create the highest performing organizations of today -- those called organizations of the future **

oIndependent studies found IST enabled business results 10X other methods

Applying IST can transform traditional Change Management processes from enablers to multipliers of intended business results, and to enablers of organization evolution -- to levels of strategic organization change capability required to thrive today.

Learn more about Change Leadership at the end of this resume

Areas of Expertise Typically Utilized as Change Leadership Consultant

Implementation planning with continuous improvement

Defining roles, relationships, expectations, accountabilities

Sponsor preparation

Coaching executives, leaders, teams, internal consultants

Stakeholder impact and readiness assessment

Communication planning and delivery

Oral and written communication – emails, newsletters, websites

Stakeholder engagement planning & execution -- events, enrollment

Training – assess, design, delivery

Job and organization design

Process/system/structure redesign

Influence skills

Group process facilitation

Behavior change

Measurement

Performance management

Project/Program Management

Organization Transformation

Governing ideas (compelling purpose, vision, beliefs, values, principles, goals, strategies

Thinking capability development

Culture change

Strategic planning

Leadership – leading leaders

Social collaboration and innovation

Microsoft Office proficiency and project applications experience

Roles Typically Played as Change Leadership Consultant

Researcher – Organization Design and Readiness Interviewer, Surveyor, Assessor

Change Strategist and Tactician

Coach/Advisor/Guide – for Sponsors, Leaders, Project Managers, Internal Consultants

Communication Planner and Facilitator

Meeting and Event Designer and Facilitator

Job and Organization Designer

Instructional Designer and Trainer

Problem Solver

Team Leader, Member

Project Manager

Leader, Model of new culture

Education and Training

BA, Business, University of Washington, major in Organization Behavior

MBA, Harvard and UCLA (degree from UCLA), major in Organization Behavior

Received D.K. David Fellowship to Harvard Business School, awarded to "the outstanding student from the Pacific Northwest"

Ongoing development in OE/OT disciplines, primarily with Network Associates (very low profile, yet possibly the most innovative and successful management consultants ever, with unprecedented results at P&G, DuPont, Clorox, Tektronix, Colgate, Cummins Engine and others)

Teaching experience includes business programs at USC, UCLA, SFSU, Ellis University online (partnership with Stanford/Chicago/Columbia ranked in top 10 globally)

SPHR Certification.

Organization Change Implementation Experience and Track Record

YOST & ASSOCIATES, Half Moon Bay, CA, Principal/Owner 2007 to present

- Guiding redesign of MBA program and external consulting offerings of Canadian University to feature state of the art process (e.g., thinking, interacting, leading, planning) and high performance organization design capabilities (2/17 to present)

- Guiding transformational turnarounds of struggling Bay Area agencies of two nationwide charities, Catholic Charities, USA and Masonic RiteCare Children’s Language Centers (4/16-present)

- Partnered with McKinsey & Co. in supporting the implementation of two new strategic objectives in an insurance company: enhancing the customer experience, and creating a culture of innovation. These complex initiatives involved three major systems changes (Policy, Claims and CRM), McKinsey’s Customer Journey Mapping Process, capturing new customer satisfaction data and employee involvement. All these initiatives needed to be aligned with other initiatives to install new telephone and digital capabilities and billing and payment practices. Helped the company overcome its long history as a “graveyard of initiatives" and shift its stifling, chaotic culture to one of learning, alignment and driving complex change successfully. These changes required a whole new communication process. (10/15-3/17)

- Guided failing initiative to upgrade all IT and communications systems for oil company’s fleet of ships to success by augmenting Change Management with Change Leadership methods like new paradigm communication, leadership and team development, stakeholder enrollment, job and organization redesign, and culture, behavior and mindset change. (9/14-8/15)

- Partnered with leading regional Change Management consulting firm in following unsuccessful Big 4 project at Siemens. Enabled successful reengineering/ERP redesign of telecommunications company’s order fulfillment processes. Helped them shift from headcount reduction focus to process and performance improvement focus, which enabled significant bottom line improvement. (some studies show 65-75% of these types of efforts fail) (5/13-6/14)

- Assessed floundering $150 million supply chain redesign initiative (business process redesign and Retek ERP system installation) at Longs Drugs, a major drug chain (now CVS). Found cause of difficulty to be obsolete change management practices used by Big 4 consulting firms for 4 years. Guided successful application of advanced organization change practices. (9/11-11/12)

- Guided successful HP Corporate IT Business Process Redesign, guiding them to take advantage of change opportunity to evolve the organization, as well as gain incremental performance improvement, succeeding in both. (6/10-5/11)

- Assessed two floundering SAP installation efforts at HP, identified what was missing in each, and guided them to successful conclusions. (2/08-8/09)

ELLIS UNIVERSITY Chicago, IL Adjunct Faculty 5/2005 to 2016

- Taught MBA OB courses including Leadership, Leading Change, Creating Visionary Organizations. Member, Faculty Senate and Curriculum Committee. Led the team to redesign the MBA program and transform the university.

ALEXANDER, SCOTT & ASSOCIATES, Atlanta, GA, Senior Consultant 1998 – 2006

- Was architect and coach in the transformation of Exxon Petroleum Canada, in a pioneering effort that integrated the best of the best (and previously competing) organization performance improvement technologies. EPC's refineries went from 4th to 1st Quartile worldwide.

- Followed debilitating, downsizing restructuring intervention led by major consulting firm. Led the organization transformation intervention in Gulf Canada Resources Business Unit,enabling it to double its profit contribution from $50 to $100 million by using visioning and breakthrough thinking technology, resulting in technical, financial, value chain and trading innovations. Effort spread throughout corporation, which went from failing to thriving in two years.

- Was lead consultant for the Upstream segment of a synergistic, pioneering, very successful "Breakthrough Merger" of Exxon Canada and Texaco Canada. Unprecedented effort resulted in no layoffs – instead designed meaningful jobs for everyone. (2 of 3 mergers fail)

- Led the transformational startup of Shell Oil’s flagship high performance gas plant in Canada. Started up as lowest cost producer, continuously improved performance over time.

- Guided a transformational closure of an obsolete Hewlett Packard plant from a being a “dirty little task” to a business and personal opportunity (virtually everyone placed, productivity doubled, $10 million saved, new skills learned, new paradigm & initiatives spreading in HP)

- Developed a unique 25-module series of workshops for building the critical thinking, team, leadership and coaching skills needed for transformational change at Exxon, HP

- Developed unique Project Management course based on these workshops for BofA.

NETWORK ASSOCIATES, Carmel, CA, Managing Consultant 1994 -1998

- Led team of 15 consultants working with key sector of Pacific Bell, 100,000-employee Regional Bell Operating Company on transformation after AT&T breakup. Massive change effort, similar to CZ effort described below, on even larger scale. Company went from epitome of bureaucratic, bloated, ponderous, monopoly to disciplined, innovative, lean, competitive company in three years. Company soared from last to first in its industry during this period. (1994-97)

- Was part of the teams that led the transformation of union-management relationships at Pacific Bell. This work is described in textbooks as a model.

CROWN ZELLERBACH, SF, CA Director, Organization Effectiveness 1988 -1994

- Initiated, managed and was lead internal change agent in one of the most comprehensive and successful corporate transformational turnarounds ever, at Crown Zellerbach, a Fortune 100 forest products company with 35,000 employees (now Georgia Pacific). Corporate-wide total system redesign involved change of paradigms, governing ideas, culture, strategy, social processes, systems, structure, capability, operational technology, IT, and union-management relations. Created new roles, organization units, and businesses. CZ went from the bottom of its industry to the top in less than 2 years. The Crown Zellerbach work took some of the most militant unions, with adversarial, even violent, union-management relationships to real partnerships.

Industry and Company Experience Summary

Energy 8 yrs ARCO, Exxon, Gulf, Shell, Mobil

Banking, Insurance 7 yrs TransAmerica, Crocker Bank

Utilities 5 yrs Pacific Bell, TransAlta Power

High Tech 5 yrs HP, Digital, Siemens, Quantum, Amdahl

Forest Products 5 yrs Crown Zellerbach

Retail 1 yr Longs Drugs

Auto 1 yr NUMMI(Toyota-GM)

Intentional Systems Transformation (IST) – A Unique, Proven Organization Change Methodology

Have mastered an organization change methodology that can greatly enhance traditional and contemporary Change Management processes and practices.

IST was called, by one ATD-sponsored researcher, the most comprehensive, deepest, richest body of technology for supporting large systems change work that I have found."

An OD Director at HP said: “This technology is a new way of thinking, teaming and leading, made up of a wide array of profound and transformational concepts, processes and tools... These are the most useful methods and materials I have found in my 20 years of training and organization development work.

Change Leadership versus Change Management

Change Leadership incorporates the essence of IST and the basics of the old approaches to Change Management that still work in the new paradigm, such as using disciplined methods of planning and communication. To ensure implementation success, it adds to those practices, as needed in more complex change initiatives, where organizations have breakthrough performance objectives, and the development of strategic organization change capability objectives, from among the following:

Development of Leadership skills in Sponsors, Project Leaders, other leaders

Development of Teaming skills in project teams and change implementers

Rigorous Thinking and Planning frameworks for project and change planning,

Cross-functional, multi-level Change Infrastructures for identifying issues and opportunities and for testing proposed solutions,

Engaging Thinking and Developing Thinking (versus Telling and Selling) interaction practices for Stakeholder Engagement and Enrollment

Taking advantage of the natural change phenomena of Innovators and Early Adopters in the population to be changed

Development of a brand ideal for enrolling stakeholders

Use of frameworks for reconciling differences and conflict for enrolling stakeholders

Job and Organization Design that enhances performance and Quality of Work Life

Rigorous Execution Planning, essential to successful implementation of plans

Learning and adapting while implementing change

Organization assessment to test whether the existing organization foundation can support the addition of the proposed new organization infrastructure.

These methods can be used to ensure all essential factors are covered, with the clarity required for stakeholder understanding and enrollment and effective, efficient, continuously improving execution. This leaves less to chance and can prevent unnecessary breakdowns and resistance to change, and enable smoother, faster, cheaper change, with results exceeding those planned.

Clients can, if they choose, take advantage of the opportunity change represents to achieve breakthrough performance improvement and Organizational Transformation:

“Impossible” results can be achieved

Organizations can become change-ready, thrive on change, regenerative/future-proof

Organizations can become non-displaceable/competitor-proof

Organizations can become best place to work with high Quality of Work Life

Employees can become capable, confident, committed, proactive, unique, creative, innovative, engaged versus withholding, passive, conforming, needing to be told, insecure

Business and functional units can become self-organizing, agile, autonomous within a coherent whole.

References/Sources

* See Anderson & Anderson: Beyond Change Management: How to Achieve Breakthrough Results Through Conscious Change Leadership, Pfeiffer, 2010

** See Sanford: The Responsible Business: Reimagining Sustainability and Success, 2011 (required reading at Harvard Business School), and Kanter: Supercorp: How Vanguard Companies Create Innovation, Profits, Growth and Social Good, Josey-Bass, 2009

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