DEIDRA MORGAN HOLCOMB

469-***-**** · ac9ije@r.postjobfree.com

ORGANIZATIONAL CHANGE AND COMMMUNICATIONS CONSULTANT

Global change management professional with more than 17 years of experience in large scale business transformation for multi-billion dollar enterprises. Experienced in process, technology, organizational, and cultural change projects, in support of mergers and divestiture as well as implementing ERPs, CRMs, and SAAS Solutions. Key strengths include:

Organizational Change Management · Communications · Training

Organizational Development · Organizational Redesign · Portfolio Management

Change Readiness · Role Management · Software Development Methodologies

PROFESSIONAL EXPERIENCE

Endo Pharmaceuticals, November 2018 – March 2019

Lead Organizational Change and Communications Manager

Responsible for Organizational Change Management and Communications. Conducted the following using a Prosci ADKAR based methodology:

Assessment of the Organization, Culture, Change Impacts and Readiness

Creating Change Vision

Performed Leadership and Stakeholder Assessment, Analysis and Management

Developed Change Management and Communications Strategies and Plans

Developed the Stakeholder Management Plan and Mapping, including identifying Key Stakeholders and creating the Change Champion Network

Created communications collateral, including Management Talking Points, Newsletters, SharePoint Site, eMails and PowerPoints

Responsible for budget and integrating OCM schedule with the project schedule

The transition was the merger of multiple companies moving all to common processes and SAP ERP.

Carolina CAT, September 2017 – June 2018

Organizational Change, Communications and Training Manager

Responsible for Organizational Change Management, Communications, Training and In Application Help, Role Management, and Transition and Sustainability. Completed the following using a Prosci ADKAR and Kotter based methodology:

Created the Change Management Methodology

Facilitated the development of the Change Vision and the Case for Change

Conducted assessments of the Organizational, Change Impacts and Readiness

Conducted Leadership Alignment and Coaching

Developed the Change Management Strategy, Tactics and Plan

Created and executed Stakeholder Management Plan, including the Change Agent Network

Created and performed the Role Mapping Strategy and Analysis

Performed the Change Impact Assessment identifying Key Stakeholders and creating Mapped the activities the Users performed to the process roles within SAP

Performed the User Readiness Assessment

Assessed HR Impact (Role Impact, Job Descriptions and Skills Development)

Conducted the Training Needs Assessment

Designed the Training Curriculum

Developed and delivered LMS and Live Training Modules using SAP Enable Now, Desktop Assistant, and Web Assistant

Developed and executed the Transition Plan, including

oDevelopment of metrics and KPIs

oMonitoring and Tracking End User Performance

oRemedial Training

oUser Coaching and Forums

oDevelopment of a Center of Excellence

Responsible for budget and integrating OCM schedule with the project schedule

Results: Within 45 days of deployment user acceptance was at 98% and utilization rates had reach pre-deployment levels.

The transition project was implementing a new ERP, SAP S/4 HANA including the FIORI interface for finance, procurement and warehousing.

Medstar Health, May 2016 – April 2017

Senior Organizational Change Manager

Responsible for Organizational Change Management. Completed the following using a Kotter based methodology:

Performed Leadership Alignment and Coaching

Created the Organizational Change Management Strategy and Tactics

Conducted Stakeholder Analysis and Role Mapping, including identifying Key Stakeholders

Developed and executed the Stakeholder Management Plan

Performed the Change Impact and Readiness Assessment

Trained and managed the Elbow Support Staff during hyper care

The transition project was implementing Cerner EMR.

R & D Siliconization, January 2004 – April 2016

Director of Organizational Change Management, Communications and Training

Responsible for Organizational Change Management, Communications, Training, Process Engineering and Requirements Design. Completed the following:

Developed the organizational change management methodology was based on Prosci ADKAR and Kotter methodologies

Developed the communications and training methodologies and tools

Provided coaching and training to team members and client resources

Responsible for budget and staffing

Senior/Lead Organizational Change Management, Communications and Training Manager

Executed those methods and tools on cultural, process, and technology programs, including large scale implementations of CRM, SAAS Solutions (Cadency and Coupa) and ERP systems including PeopleSoft, SAP, Oracle, AMDOCs, MFG/PRO, and custom developed systems.

Nike, August – November 2015

Senior Transition Manager

Responsible for Organizational Change Management and Communications. Completed the following using a Kotter based methodology:

Assessment of the Leadership, Organization, Culture, Change Impacts and User Readiness

Conducted Leadership Alignment and Coaching

Facilitated the development of the Change Vision and the Case for Change

Developed Change Management and Communications Strategies and Plans

Performed Stakeholder Assessment, Analysis and Management, including identifying Key Stakeholders and creating a Change Champion Network

Developed the Stakeholder Management Plan, including the Change Champion Network

Created the Communications Strategy and collateral creation, including Management Videos and Talking Points, Yammer Blog, eMails and PowerPoints

Created the Benefits Measure Program

Assessed HR Impact (Role Impact, Job Descriptions and Skills Development)

Developed the Transition Management Strategy

Responsible for budget and integrating OCM schedule with the project schedule

The transition project was implementing Trintech’s Cadency System for finance

State of NY Metropolitan Transportation Authority, August 2014 – April 2015

Senior Organizational Change and Communications Manager

Responsible for Organizational Change Management. Completed the following using a Prosci ADKAR based methodology:

Conducted Historic Adaptability, Change Capacity and Change Readiness Assessments

Completed an Assessment and Analysis of the Current People, Process and Technology

Created the Organizational Structures for the creation of a centralized procurement department

Performed Stakeholder Assessment, Analysis and Management, including a Change Champion Network

Assessed HR Impact (Role Impact, Job Descriptions and Skills Development)

Developed and executed the Communications Strategy and Plan, including creation of emails, newsletters, and PowerPoints

Responsible for budget and integrating OCM schedule with the project schedule

The project was a PeopleSoft and Coupa implementation in support of the merger of 8 transportation agencies and the development of a centralized procurement department.

Autostrade, September 2010 - July 2013

Change Analyst

Responsible for Organizational Change Management. In addition to standard OCM activities, completed the following using a Prosci ADKAR based methodology:

Conducted the current/future states analysis and extrapolated the gap analysis to create the business model and the path to create the new model

Created customer personas and conducted a clients’ needs assessment

The project was implementing an ERP designed for tollways.

Chevron, June 2012 - September 2012

Senior Transition Manager

Responsible for Organizational Change Management. Completed the following using a Prosci ADKAR based methodology:

Conducted change impact and business readiness assessments for an initiative containing five programs with over fifteen projects

Conducted analysis of 5 projects after deployment to determine if they had met the planned ROI

Developed post-launch user acceptance measurements and behavior monitoring plans

Projects were intended to maximize upstream production through process, data, & applications development.

Dallas Cowboys, June 2009 – September 2010

Organizational Change and Communications Lead

Responsible for Organizational Change Management and Communications. Completed the following using a Prosci ADKAR based methodology:

Established the Change Management Methodology and Strategy

Creating Change Vision and Case for Change

Developed and executed Communications and Stakeholder Engagement Strategies and Plans

Performed Stakeholder Assessment, Analysis and Management and performed Role Mapping

Assessed HR Impact (Role Impact, Job Descriptions and Skills Development)

Created the Communications Strategy and collateral, including PowerPoints, emails and newsletters

Developed the Transition Management Strategy

Developed the Training Strategy and Plan

Responsible for budget and integrating OCM schedule with the project schedule and staffing

The project was the creation of the new Dallas Cowboys Stadium, new processes and systems.

Sensis, Melbourne, Australia (Australian telephone company) · October 2008 - April 2009

Organizational Change Management, Communications and Training Acting Director

Completed the following using a Prosci ADKAR and Kotter based methodology:

Developed Change Management Methodology and Tools

Provided Senior Leadership Coaching

Created and executed a Change Management and Communication Strategies

Creating Change Vision and Case for Change

Created and executed the Stakeholder Strategy and Plan and created the Role Mapping

Developed the communications, including emails, PowerPoints, talking points and newsletters

Developed Transition, Measurements and Behavioral Management Plans

Facilitated the Redesign of the Organizational Structure, Role Design, and Job Descriptions

Developed the Training Strategy, Curriculum Design and Creation and executed training

Developed the people transition approach and RIF plans

Responsible for budget, staffing and integrating OCM schedule with the project schedule

The project consisted of implementing an ERP called AMDOCS.

Nokia, October 2004 – December 2007

Senior Organizational Change, Communications and Training Manager

Responsible for Organizational Change Management and Training. Performed Change Management using Prosci ADKAR and Kotter methodologies.

Developed the change management methodology and tools

Created the change management, communications and training strategies and plans

Facilitated the creation of the change vision and case for change

Conducting the organizational and change impact assessments

Conducted the leadership alignment and coaching

Developed and executed the stakeholder analysis and engagement program

Conducted the training needs assessment and training plan

Created communications, including posters, emails, employee meetings and program's website

Assessed HR Impact (Role Impact, Job Descriptions and Skills Development)

Developed and executed sustainability plans to utilization rates

Responsible for budget and integrating OCM schedule with the project schedule

The project was an ERP implementation with interfaces to PeopleSoft and a CRM system.

Internal Revenue Service June 2004 – October 2004

Lead Change and Communications Manager

Responsible for Organizational Change Management and Training. Performed Change Management using Prosci ADKAR and Bridges methodologies.

Texas Utilities, January 2004 – June 2004

Lead Change and Communications Manager

Responsible for Organizational Change Management, Communications and Training. Performed Change Management using Kotter and Kubler-Ross methodologies.

The Feld Group, February 2003 - January 2004

Organizational Change Management Manager

Consulting firm specializing in IT transformation. Developed management methodologies and tools to organize and align IT organizations to better meet the needs of their enterprises.

Verizon, January 2001 – January 2003

Lead Organizational Change Manager

Responsible for Organizational Change Management, Communications and Training. In addition to standard change management, communications and training activities, also performed the following using the Prosci ADKAR and Lewin methodologies:

Development the Change Management and Communications Methodologies and Tools

Trained and mentored others in the change methodologies and tools

Created and managed Measurements for Utilization and Adoption Rates

Rockwell International, England, Germany, France, Czech Republic & Spain, April 1998 – January 2001

Organizational Change Management, Communications, Training and UAT Manager

Responsible for Organizational Change Management, Communications and Training. Used Prosci ADKAR and Cameron and Quinn methodologies for change management and cultural change. In addition to standard change management, communications and training activities, also performed the following:

Created change management, communications, training and testing methodologies and tool sets

Developed the software development methodology, tools, and project plans

Trained, managed and monitored all project development and testing teams

Assessed the current and future state to determine process, technology and behavioral gaps

Assessed HR Impact (Role Impact, Job Descriptions and Skills Development)

Developing and implementing RIF plans

The project was a divestiture, affecting approximately 8,000 individuals globally.

EDUCATION

Bachelor of Science, Information Systems Management

University of Maryland, College Park, Maryland

METHDOLOGIES & MODELS

Agile · Waterfall

COURSEWORK

Organizational Change Management

Communications Development and Management

Managing Change in a Global Environment

Change Sponsorship Structures and Alignment

Behavioral Gap Analysis

Assessing Business and Change

Analyzing the Business Environment

Stakeholder Management

Assessing HR Impact (Role Impact, Assessing Skills, Training and Skills Development)

Communicating for Change (included assessments, analysis, strategy, planning and content creation)

Organizational Design and Development

Behavioral Management (included assessments, measurements, analysis, planning, and shaping)

Managing Corporate Culture (included assessments, analysis, and change)

Engaging the Workforce (included engagement planning and execution)

Managing Resistance (included planning, strategy, and tactics)

Sustaining Change: Tools and Techniques for Creating Permanent Change

Change Techniques for Technology Change

Managing Personal and Cultural Change

Organizational Structures and Design

Transitioning Change for Business Sustainability

International Change Initiative Management

Power Paradigm in Change

Biology of Human Change

Software Development Lifecycles

Implementation of Software Engineering Institutes Capability and Maturity Model

Preparing an Organization for ISO 9000

User Acceptance Testing Strategies and Execution

Creating and Documenting Business Requirements

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