Strategic Change

• Rapid Growth
• Mergers and Acquisitions
• Downsizing
• Start-ups Creating a New Culture

Strategic change requires aligned leadership from the entire executive group. All leaders must be perceived by the organization as heading in the same direction, at roughly the same pace. Sounds simple, but it isn't.

Historic patterns of separation, turf protection, and simple differences in terminology across organizational boundaries create real issues that need to be worked out. If they are buried or ignored, people at lower levels find obstacles in their attempts to change. Everyone seems well-intentioned, but change becomes difficult or impossible.

COHERENT CHANGE serves as a confidential sounding board, bringing an outside perspective, the ability to supportively challenge the status quo, and frameworks to assist executives in working through the implications of a given action plan. When a CEO or Board of Directors wishes to introduce fundamental change, it can be threatening to other executives. COHERENT CHANGE provides the opportunity to think through the entire process, examine the strengths and development areas of the key players, and generate alternative solutions.

COHERENT CHANGE uses a "Task-Based Teambuilding" approach designed to address the unique needs of rapidly changing companies. This model integrates a focus on communications with problem solving of the critical issues facing the company. We find that as people understand their communication style and its impact on others, they can work together more effectively in leading an organization.

Achievements

We have seen what works and what doesn't in creating and responding to change. We have extensive experience with individual coaching, team development, training design, organization-wide strategic change planning and large-group collaborative change sessions.

• We supported the leaders of a nationally-recognized heath education department of an HMO in ongoing strategic change. Over a period of several years, the leadership team created a work culture where people felt that their accomplishments were recognized, knew how decisions were made, and were satisfied with the coaching they received.
  
• A $375 million division of a pharmaceuticals company had Dr. Goldman-Schuyler formulate and implement a project to accelerate product development. They built cross-functional teams and shifted the culture from an emphasis on 'who-you-know' to a focus on streamlining basic work processes. This led to increased work satisfaction and significant improvement in collaboration between marketing and product development.