Karen Zanetti

** *********** *** ** ********, MD 21093 443-***-**** ©, 410-***-**** (o) adutcw@r.postjobfree.com

PROSCI Certified Change Management Consultant

Implementation, Communications & Training Consultant

As a critical integrator on numerous large-scale, strategic technology initiatives, my contributions include work as a sole practitioner, an Organizational Change Management Lead, and a highly collaborative project team member. My application of organizational change management, performance and process improvement, facilitation, and training-related skills supports realization of objectives and results. Projects benefit from improved business processes as well as management, supervisory and employee capabilities as focused teams unite around a common purpose to achieve unified goals. Focused on high project value and benefits realization through enabling cultures, behaviors, and organizational design. My expertise as an agent for sustainable organizational change and transformation in Waterfall and Agile initiatives began two decades ago when I joined an organization of “super change agents”.

Process and performance improvement projects span the Fortune 500 (AstraZeneca-pharmaceuticals, Kaiser Permanente-healthcare, JB Hunt-transportation), Federal (National Institutes of Health Business System, USDA & GAO), State (Nebraska Department of Health & Human Services, Division of Medicaid and Long-Term Eligibility; MD and MI Department of Social Services), and County (Baltimore County Department of Public Works, Howard County Library System), as well as small businesses (Glass Mental Health, Independent Can Company). My current focus is applying the knowledge, skills, and experience I have gained in tandem with my passion for and belief in organizational change management to support leaders & employees to produce people-enabled change and organizational cultures that drive, realize and sustain strategically imperative results. I accomplish this through strong executive sponsorship, speed of user adoption, optimal user proficiency, and project-wide collaborative work relationships to co-create and achieve transformations.

Organizational Change Management & Business Process Improvement Methodologies:

PROSCI CERTIFIED Change Management Professional- (ADKAR model), a results-focused change management methodology to engage stakeholders from senior leadership to front line users, identify and mitigate risks and resistance, close capability gaps, support resolution of implementation issues, and achieve project success. Resources include PROSCI’s: Best Practices in Change Management Benchmarking Report, Business Case for Change Management Template, and Integrating Agile and Change Management research. PROSCI Change Management Professional licensee from 2009 to present.

BPI Blueprint-detailed plan of action to create simple, structured, and successful Business Process Improvement Projects through Executive Sponsor, Process Owner, Project Lead, Team Facilitator, and BPI Team Members (SMEs, IT, Customer or Supplier) engagement. Identifies swim lane model waste to design, implement, and sustain value-added processes.

Integro Leadership Institute’s Senior Team Alignment and Leadership Development Process-develops leadership to build workplace cultures based on responsibility, accountability, and trust.

Accelerating Implementation Methodology (AIM) Tools-Implementation History Assessment, Implementation Risk Forecast, Sponsor Assessment, Individual Readiness Assessment, and Communication Audit.

Experience

Alpha Consulting, East Brunswick, New Jersey 9/2021 to 3/2022

AstraZeneca Finance Transformation Manufacturing Accounting Project: Regional Change Manager

Regional Change Manager & Deployment Co-Ordinator for AstraZeneca’s Global Finance Transformation Manufacturing Accounting Program-North America Manufacturing (NAM) Biologics sites. Joined in-flight project. Participated in Leadership Team Huddles, Weekly Global Project Workstream updates, and Weekly Tier meetings. Project objectives: establish standardized SAP Master Data via Standard and Actual Product Costing & Analytics, utilize Performance Management Reports to perform automated, more granular analysis, e.g., improve month end and variance analysis for better business decisions and remove pain points that include time-consuming manual data gathering.

Ensured consistent identification and response to communication/support needs for Finance, Data, and Operations Super Users at US & UK manufacturing sites.

Conducted extensive one-on-one stakeholder interviews (Site Controller, Site Finance Lead, Sr. Finance Manager, Associate Director-Production and Planning, Production Senior Planner) to surface support needs, e.g., expanded communications for NAM’s largest manufacturing site. In response, developed project overview/purpose presentation along with innovative marketing promoted via manufacturing site Digital Boards. Site Controller and Biologics Regional PM conducted multiple Town Hall sessions

Ensured socialization of Central Team Communications by Regional End User community.

Maintained consistent feedback loops with Super Users and Global project team via MS Teams and One-on-One meetings.

Assessed engagement and coached Sr. Managers and Super Users.

Created and disseminated Week Ahead publication via MS Teams; developed Comms Tracker, Stakeholder Interview workbook, and more.

Focused work to ensure successful change and transition to new ways of working without Business-as-Usual disruption.

Analyzed Train the Trainer, End User Training, and Hypercare sessions to identify improvement and support opportunities.

VSK Consulting, Aldie, VA 1/2021 to 4/2021

NBS Oracle EBS 12.2.9 Upgrade, Change Management Subject Matter Expert, Regional Change Manager

ExpediteInfoTech Inc. team member for the National Institutes of Health Business System (NBS) Oracle EBS 12.2.9 Upgrade, a key initiative of the NBS modernization roadmap. Joined this in-flight project at NIH, the primary agency of the United States government responsible for biomedical and public health research. NIH, part of the U.S. Department of Health and Human Services, is the world’s largest biomedical research institution.

Developed: Stakeholder Analysis, Communications Plan, Communications Tracker, and Workforce Impact Assessment for integration into the Change Management Implementation Plan.

Analyzed Training Development and Rollout approaches. Worked with functional experts to obtain key data to produce project deliverables, e.g., Workforce Impact Analysis.

Designed and facilitated remote Executive team meetings to surface project expectations and path forward. Action Items captured and completed.

Initiated teambuilding to address remote work environment challenges.

Baltimore Shambhala Meditation Center, Baltimore, MD 12/2019 to 12/2020

Leadership Collective member

Applied OCM and consulting skills to collaboratively identify and implement change processes required to transition to a new organizational design and operating model

Contributed to: Survey Engagement and Dissemination, Mission and Vision, Governance, Communications sub-group, and MS Teams pilot.

Tech Mahindra, San Antonio, TX 8/2019 to 10/2019

Project Infinity Hybrid Managed Services Project, Organizational Change Management Lead

Fast-paced project to transfer select Technology Engineering Services from a global managed cloud computing company to a leading global provider of digital transformation, consulting, and business reengineering services/solutions. Key focus areas for this strategic partnership: Application Maintenance Services and Application Delivery Services (Billing, ERP, Portal and Mobile, Service Delivery, and Quality Engineering). Project goals included: business application standardization, automation, and reorganization to improve management efficiencies, year over year savings, and reduce service tickets.

Integrated foundational OCM knowledge & tools, and teambuilding during the knowledge transition phase for on-shore and off-shore teams, e.g., Customer Success Directors and PMO.

Conducted change impact analyses for the transition of former cloud computing company employees, lateral transfers, hires from vendors, and new hires to the Managed Services Provider. Identified impacts and concerns of newly transitioned staff in their new roles and working relationships. Key to identify and reduce flight risks.

Produced stakeholder identification and needs analysis that included one-on-one interviews; a phased, audience-specific Communications Plan; an Issues, Concerns, and Risks Register; Prosci Risk Assessments; Change Impacts and an OCM Strategy.

Designed and facilitated weekly Customer Success Director (Pillar Leads) meetings to surface and address impediments. Conducted Prosci Business Change (ADKAR) and Manager Change Competency Assessments.

Baltimore Shambhala Meditation Center, Baltimore, MD Baltimore Shambhala Meditation Center, Baltimore, MD 4/2016 to 6/2019 (with exception of 1/2019 to 5/2019 sabbatical due to auto-related incident)

Leadership Collective Member, Program Coordinator, Facilitator

Designed, facilitated, and produced session reports-outs of Zoom sessions to identify governance structure impediments and develop a new, improved governance structure.

Coordinated and managed all facets of multiple programs: preparation, communications, and execution. Engaged staff and supported Program Directors and participants. Identified and implemented process improvements.

Identified and managed program-related risks, e.g., under-resourced program. Programs include Nothing Missing Leadership, August 2016; Bravery, October 2016.

Contributed on an as-needed, Pro- basis.

High impact Organizational Change Management Consultant capabilities require more than tactical skillsets. Strategic initiatives require all employees to lean into the fear and anxiety that restrains them and, in turn, project results. In tandem with deepening OCM skills for my work, I supported participants to develop more skillful ways to respond to personal as well as work challenges.

SLG Innovations, Chicago, IL 60606 9/2015 to 3/2016

Nebraska DHHS Eligibility and Enrollment Project, Change Communications Lead

Change Communications Lead for the integrated OCM/Communications Team for the (WIPRO-led) Nebraska Eligibility and Enrollment Solution to implement IBM’s data-intensive, Cúram-based system for the Nebraska DHHS, Division of Medicaid & Long-Term Care. Executed Communications Plan through focused stakeholder messaging to promote project goals, solution value, employee engagement, and SDLC phase status. Timely, thoroughly vetted communication deliverables produced via highly collaborative working relationships with OCM, QA, and Business & Technical Project Teams.

Designed and facilitated weekly Communications Team meetings with minutes and action item follow-ups.

Developed highly engaged business stakeholder team (Field Operations, Eligibility Policy, Corporate Communications, and Legislative Services) to collaboratively identify needed stakeholder communications.

Produced project newsletters, email announcements, project overview presentation, and 1-page flyer. Newsletter highlights: produced stakeholder-focused and relatable System Graphic in collaboration with integrator architects and entire project team. Graphic featured in newsletter as well as Agency’s strategic plan; produced article for launch of Fit-Gap Prep Sessions that would ID solution requirements gaps, business impacts, & recommended process improvement solutions.

Created communications in conjunction with Centers for Medicare and Medicaid Services (CMS) and project-defined performance metrics, e.g., comms vehicle types/frequency and feedback requirements.

Produced and presented project branding kit and PowerPoint presentation templates with technical writer.

Maintained SharePoint intranet site (Project Status graphics, expanded FAQs, stakeholder photos, & stakeholder-vetted Project Phase descriptions).

Designed and facilitated session to improve internal project team communications. Output: process, communication, and System Integrator (SI) leadership and SI team improvement opportunities.

Baltimore Shambhala Meditation Center, Baltimore, MD 11/2013 to 9/2015

Facilitator, Program Coordinator

Organized and facilitated Governing Council (governance) and Executive Committee (operations) plenary meeting to improve collaboration and process for project identification and implementation.

Coordinated programs: staff management, effective communications for Program Directors, Training Coordinator, staff, & participants. Created environment conducive to successful program outcomes for participants; incorporated lessons learned into process improvements.

NeevSys Inc., Chantilly, VA 21152 2/2013 to 7/2013

NIH Business System-Bethesda, MD, Organizational Change Management Workstream Lead

OCM Lead for the transition of the data-intensive Centralized Animal Procurement System (CAPS) from a legacy-based mainframe system to a modern, web-based system. CAPS, one of multiple work-streams in an Oracle ERP initiative to integrate modernized applications into the National Institutes of Health (NIH) Business System, followed an Agile Scrum Methodology. Collaborated with a wide range of stakeholders (NBS Program Director, NBS Change Management Director, NBS Federal Leads, and impacted staff) in the world’s largest biomedical research institution.

Executed CAPS Migration Communication Plan and maintained Comms Matrix.

Developed communications (SharePoint updates, weekly OCM Status Reports, stakeholder presentations, FAQs, and emails).

Presented business change impacts, project developments, and Action Items (monthly) to Change Advocate Network for cascade to 23 NIH Institutes and Centers.

Supported Agile methodology implementation.

Organized Sprint Review sessions for software and screen development review to elicit feedback and identify missing processes as well as process improvements.

Analyzed, resolved issues, and validated user role mapping data for 23 NIH Institutes and Centers.

Built strong partnerships with project management & larger stakeholder community to ensure timely execution of project deliverables. Stakeholders transitioned to higher degree of required organizational agility to replace traditional waterfall project timelines and behaviors.

Contributed OCM activity progress updates to daily Scrum meetings; tracked and resolved process challenges.

Managed OCM team UPK Developer/Trainer. Co-developed Training Development Cycle Tracking Tool; oversaw development of instructor-led and computer-based UPK modules. Established on-site and remote training logistics and delivery as well as Training Plan preparation communications to user communities.

Apex Systems, Inc., Houston, TX 77042 2/2012 to 3/2012

ConocoPhillips-Bartlesville, OK, Organizational Change Management Stream Practitioner-Global System Separation Transition Program

Worked with project and organizational managers as well as key Global Treasury, Global Payments & Receipts, Tax & Internal Audit, and Excise Tax project team members to achieve Go-Live readiness for this data-intensive ConocoPhillips Global System Separation of upstream and downstream companies.

Contributed to cutover readiness via team meetings to optimize currency and execution of project-specific Communication Plans and Stakeholder Analyses. Developed global communication for execution of key Cutover Processes: 1) Duplicate Review at Cutover, 2) Downstream FX Payments, and 3) Vendor-Customer Clearing Utility prior to SAP takedown for cutover.

Indotronix International Corporation, Poughkeepsie, NY 5/2011 to 8/2011

State of Michigan Department of Human Services, Lead Business Change Management (BCM) Consultant

Lead BCM Consultant for a Unisys Statewide Automated Child Welfare Information System (SACWIS) project involving 83 counties with extensive business stakeholders that included 4,000 internal caseworkers as well as external users. Conversion of this data-intensive system required extensive requirements definition, e.g., data warehouse, court systems, juvenile systems. Requirements sessions data output informed additional Use Case Development.

Produced comprehensive Change Management and Communications Plan in collaboration with the BCM Business Analyst and the Unisys Project Manager within first month of joining the project.

Delivered an extensive Gap Analysis of the proposed SACWIS and current child welfare practices, policies, and procedures. Reviewed existing process flows and required “To Be” functionality via work with System and Business Analysts and Conceptual Design Sessions participation.

Designed and facilitated weekly Combined BCM & Training Meetings with Training Lead to establish Training/Business Change Management synergies as well as a strong path forward to identify and address change management-related issues and communications.

TEKSystems, Inc. Bloomington, IL 8/2010 to 11/2010

State Farm Insurance, Business Analyst - Communication and Organizational Change Management

PMO level communications team member for the 70+ project SFOnline Program charged with accelerating State Farm’s Social, Mobile, and Internet processes and presence to improve customer acquisition, service, and retention. The communication team’s charge included development and dissemination of SFOnline Program communications to internal stakeholders and audiences, as well as establishing processes for internal SFOnline Program development, e.g., onboarding.

Conducted stakeholder analysis and collaborated in the development of the onboarding process, program roles and responsibilities, and the rolling communication plan.

Developed & maintained communication vehicles (key event graphics, SharePoint and Program Plan updates, and weekly meeting minutes and action items to ensure resolution of relevant issues).

IMSM, Ltd. New York, N.Y. 11/2007 to 8/2010

Baltimore Area Business Manager

Managed end-to-end processes for small to medium-sized businesses to transition to ISO standards for IMSM, an international, UK-based, full-service, ISO Consultancy. Clients included defense/aerospace manufacturer, fiber optic cable assembly, and electronics development operations.

Executed marketing and consultative sales skills in tandem with building trust-based relationships with leadership.

Ensured successful project deployment via engagement of leadership and employees.

Managed effective scheduling and ensured project requirements and client needs were achieved.

Identified success level of past changes, resource availability, organizational culture, responsiveness to change, and change competency.

Addressed resistance through executive coaching for client with 2 previously failed attempts to implement quality management system.

Worked closely with client and assessors, active in all meetings.

Jacob and Sundstrom, Inc. Baltimore, MD 5/2007 to 8/2007

Social Security Administration, Training/Installation/Support Specialist

User/systems support for Homeland Security Presidential Directive-12 (HSPD-12) project, a mandate for the development and implementation of a government-wide standard for secure and reliable forms of identification for Federal employees.

Supported execution of this data-intensive HSPD-12 identification issuance workflow process via a web-based identity management system.

Conducted training needs analysis to improve software usage and efficiency.

Developed user guides for set-up, installation, troubleshooting.

Worked with staff to assess and improve process capabilities and output for an identity management system. Training analysis surfaced performance gaps and need for more extensive software training; identified that staff processing applications were unaware of critical location for rejected applications causing month-long process throughput delays. Initiated feedback to training and support team for resolution.

WOW Global Corporation, Pittsburgh, PA 7/2006 to 1/2007

Maryland Department of Social Services, Implementation Lead, and On-Site Support

Collaboratively produced change-ready users and processes for 1000+ impacted stakeholders for multiple geographic regions of a Deloitte Consulting Statewide Automated Child Welfare Information Systems (SACWIS) implementation project.

Built stakeholder relationships that spanned executive leadership to front-line staff; produced project deliverables.

Worked with Finance to ensure requisite process changes were made to accommodate new SACWIS functionality.

Facilitated weekly Implementation Team meetings that engaged stakeholders (sr. executives, supervisors, staff) to execute a successful Go-Live; produced and maintained project communications (minutes, action items, and issue resolutions) which increases organizational engagement & Go-Live readiness.

Performed successful stakeholder management, e.g., worked closely with resistant client team lead to resolve data conversion concerns-arranged meeting with Deloitte counterpart which successfully resolved concerns. Highly charged meetings eventually dissipated; this highly dedicated, passionate yet initially resistant sponsor quietly stood up during one of our training sessions and began training her team how to work with the system. A 2nd stakeholder management highlight involved a visible shift during a meeting of management sponsors from believing that the post Go-Live implementation was too much to handle, to the realization that “Yes, we can do this.” The transition from the legacy data systems to MD CHESSIE required an extensive change in the culture and processes of Maryland child welfare practices.

Post Go-Live, facilitated support team meetings (sr. management, super users, supervisors, & staff) to surface and resolve issues. Maintained project communications, meeting agendas and daily site reports to track issues and their resolution. Developed and disseminated change communications to promote participation in weekly training offerings as well as usage of support services.

Zanetti Consulting, Lutherville, MD 7/1998 to 6/2006

Principal

Provided results-focused training, facilitation, and organizational development consulting solutions to improve process and performance in public, private, and government organizations. Assessed organization, leadership, and employee development needs. Designed and delivered creative, organizational effectiveness training and interventions in the areas of leadership, management & staff development, team building, problem-solving, customer service, change management, and process improvement.

Client Results Highlights:

Glass Mental Health System-designed and facilitated performance improvement training throughout this entire mental health organization in response to provider imperative for improved customer service. Training design incorporated process analysis and risk assessment of in-patient and out-patient operations. Successfully addressed organizational resistance through consistent engagement with CIO sponsor. Removed organizational barriers & implemented process improvements via training feedback loops & strong executive sponsor support.

Independent Can Company-developed and facilitated “Leadership Development Workshops – Maximizing Involvement and Results” for multi-shift manufacturing operation. One-on-one coaching follow-ups reinforced training, measured degree of skill acquired, identified & closed skills gaps, and improved skills application. Workshop skills addressed: Constructive Feedback – Part of Effective Coaching, Change Leadership (based on McKinsey & Company’s “Real Change Leaders”), Problem Solving, and Conflict Resolution Strategies.

Howard County Public Library System-co-developed/facilitated 6-month strategic planning initiative. Full organizational engagement achieved through strong executive coalition, an extensive stakeholder analysis process, a highly engaged cross-functional leadership team, and facilitation of organization-wide focus groups and surveys that produced a full spectrum of organizational issues, strengths, and weaknesses. The initiative produced a Vision, Mission, Strategic Goals, Guiding Values, and full 5-year Strategic Plan to improve processes and customer service. Management attributed achievement of virtually all the 5-year strategic plan’s goals to the successful and daily organization-wide application of the plan’s Guiding Values to reach goals and resolve workplace issues.

Kaiser Permanente-increasing competition and costs created an imperative to differentiate Kaiser through exemplary customer service. Joined a team of facilitators to implement a comprehensive, Mid-Atlantic service excellence initiative developed by the Forum Corporation and tailored to Kaiser’s culture and the unique needs of more than 50,000 member-facing and internal staff. Results included a 5%-12% increase in member patient satisfaction scores (Kaiser considered 10% remarkable) and up to a one-third reduction in member defections after implementation of the “Achieving Service Excellence” process.

National Institutes of Mental Health-Intramural Research Program-customized and facilitated “Measuring Organizational Improvement Impact” workshop for an organizational change and operations process revitalization project. Facilitated Human Resources client team at this 1,000+ employee biomedical research organization ($136 million budget) to define and link employee performance measures and processes to support larger organizational goals and mission.

U.S. General Accountability Office- As a GAO Human Capital Unit project team member, facilitated staffing process evaluation sessions to obtain feedback and evaluation data from GAO teams. Designed and facilitated “Feedback Workout Sessions-Practical Understandings of: How to Give, Receive & Ask for Feedback; Build Effective Working Relationships; Better Solve Problems; Help Each Other Learn & Develop”.

Kaiser Permanente-designed and facilitated Kaiser Permanente Lab Services management retreat to address recruitment process issues. Output included: future vision, obstacle definition, and actions required.

Baltimore County Department of Public Works-engaged senior leadership in the design and execution of a leadership/management skills improvement event. Sr. leadership enacted real-life snow emergency scenarios which incorporated multiple skillsets to address management challenges and improve process outcomes.

State of Maryland-developed and facilitated highly participative “Effective Leadership Workshops” for managers and supervisors. Incorporated training needs analysis via participant pre-training interviews into workshop design.

Professional* and personal affiliations

ACMP (Association of Change Management Professionals) - Active Member from 9- 2022. Global Change Management practitioner community. Advances career growth, organizational effectiveness & the practice of change management. *

Agile Baltimore Lean Coffee Meetup Group - Active member from 9-2016. Agilists, both global and local, gather monthly to share knowledge and resolution options for Agile challenges and to discuss multi-faceted Agile-relevant topics. *

DC Lean + Agile – Active member from 7-2021. Change agents, leaders, managers and "intrapreneurs" who learn, share, or teach how to apply Business Agility across the Enterprise. *

Agile Coaching DC Meetup - Active member from 1-2017. Agilist Community focused on team motivation, improved business agility, and community growth. *

Women in Agile-Mid-Atlantic - Active member from 10-2019. Regional Women in Agile chapter dedicated to knowledge sharing and learning from each other. *

Large Scale Scrum (LeSS) in NYC - Active member from 1-2021. Industry expert presentations: Organizational Design, Scrum Scaling by Organizational Descaling, System Optimization & Organizational Agility, Waste Management, Lean Thinking, Tech Excellence & CI. *

Enterprise Agility Champs - Active member from 7-2021. Diverse, vibrant community of advanced agile practitioners who gather to share information and collaborate on learning. *

Scrum Masters of the Universe - Active from 3-2022. Global Scrum & Agile enthusiasts who uncover new, exciting ways to better serve teams & organizations and deliver value through Agile values, principles, and practices. *

Loudoun Agile Network - Active member from 6-2021. Agile practitioners, passionate about continuous learning who participate in a collaborative forum to share real-world experiences, innovative ideas and real stories that inspire action. *

American Society for Quality - Presenter: “Getting the Results You Need & Expect”, ISO 9001 Users Group, 3-2009

Mid-Atlantic Facilitator’s Network - Presenter: “Transforming Organizational Culture-Creating Engaged Employees” 2-2006. Founding member & past promotions chair for this developmental community of group process facilitators. *

Baltimore French Language Meet-Up - Active member since 1-2008

*Community of Practice

Education

Johns Hopkins University, Baltimore, MD. Master of Administrative Science (Coursework includes Quantitative Analysis I & III, Applied Statistics, Acct. for Admin. Science, Economic Forecasting, and Seminar in Financial Management)

Towson University, Towson, MD. Bachelor of Arts - French (Study Abroad-University of Clermont Ferrand)

Contact this candidate