Reinvigorating and reinventing a 90 year old non-profit
We modernized an aging organization by reaffirming its mission, reinvigorating its team, and developing a new, dynamic set of goals.
The League of Women Voters of Metropolitan Columbus, founded in 1920, was on a journey to reinvigorate, re-invent, re-envision its future to ensure its relevancy to the Central Ohio community. It was especially concerned with needing to build its leadership strength to replace long-time board members and activists with new leaders.
We facilitated a strategic planning process for the organization, engaging a diverse mix of long-time members and newer volunteers in the process. A critical step in the process involved planning and running a large-scale meeting with 100+ members to shape the agenda and focus for the League over the next five years
With our coaching, the League engaged with community partners to better understand the League’s brand and reputation. They also launched a comprehensive membership survey to gauge and track member interests. Both of these activities contributed to producing a new five year plan containing a vision for the future, a set of five core goals and objectives, and an action plan for measuring results.
We engaged The Change Collaborative to facilitate a strategic planning process. During this 8-month project, Deb utilized an inclusive and comprehensive process, created a safe environment for discussion, maintained focus and enthusiasm, encouraged visionary thinking, and ably assisted us to create a concrete plan from the data and ideas generated. As a result, the League has a reaffirmed mission, an exciting vision, and dynamic goals that are relevant 5 years after the project was completed.
League of Women Voters of Metropolitan Columbus
New Leader, New Team
We helped a new team leader at Ohio State University better understand how her staff was responding to her management style.
Starting a new job is always a challenge, but when you are new and the leader of the team, it can require extra effort. The Change Collaborative partnered with a forward thinking, collaborative leader who wanted to understand how her team was responding to her leadership style and the way she managed the department.
Together with our client, we discussed characteristics of healthy teams and workplace cultures. We used validated models of team performance to craft questions to interview each team member. We then conducted confidential discussion sessions with the group, and summarized our findings and recommendations for the leader.
As a result of the project, our client gained a greater appreciation for what she was doing that was effective, and where the team needed additional help and support. Our findings were used to start team discussions around better ways to share information, set team goals, and make decisions.
Our team worked with the Change Collaborative to better understand and improve our internal dynamics. We used their assessment as a springboard for conversations around role clarification, communication, and long-term goals. The process helped us build trust and move forward.
Associate Director, Research & Education University Libraries
The Ohio State University
Building a Program Management Office
We helped a sales team successfully adopt new tools and processes.
This organization served as the support function for field sales. As such, it oversaw all changes the company wanted to introduce to the field, and it needed a disciplined, managed function to execute projects.
The Change Collaborative helped the department identify the critical components needed to stand up and operate a program management office. We then engaged a cross-section of departmental staff to participate in the project and co-create the solution. We also leveraged our expertise in past projects to design and implement custom change management methodology for the team to learn and use on future projects.
The client realized numerous project benefits, including:
- Validated change management methodology that the staff embraced and used
- A well-designed project intake and prioritization process
- Agreed upon and standardized program, project, and change management roles and responsibilities
- Expert support managing the change process for standing up the new office and driving adoption of its processes, methods and tools
Deb was instrumental in helping us deliver and adopt the new Portfolio and Project Management Team, tools and processes. This was not only a process change, but a mindset change. Through her enthusiasm, creativity and active engagement of the sponsors, we were able to achieve high adoption of the new tools and processes.
Pam McWilliams Hauser
Senior Consultant, Business Program Management
Rebuilding after restructuring
We helped a disrupted team achieve unity and a clear vision for the future.
This client experienced a recent reduction in force and the restructuring of their operations, resulting in two teams needing to become one new function. After several months of change, the addition of new leaders, and an organization that was exhausted from the disruption, it was imperative that the new leadership team quickly coalesce around their new team identity and how they would lead the agency forward.
We provided leadership coaching to the agency director and new team start-up meeting facilitation support.
As a result, the team had a greater appreciation of their individual and collective strengths and weaknesses and what each person needed from the others to be his or her best. They then used this understanding to establish team ground rules for operating as a cohesive unit, a vision for the future of the department, and an action plan for building the new department and leading employees through the change.
Not only did we accomplish a lot of substantive stuff, probably more importantly, we grew as a team. I now feel we have a strong foundational understanding what our mission is, how we will work together to achieve that mission and what needs to be done at the outset...We will continue to build upon the blocks laid yesterday and will be forever grateful for you kick-starting our new beginning.
Julie A. Smith
Deputy Director, Office of Unemployment Insurance Operations
Ohio Department of Job and Family Services
From transactional support to business partner: An HR redesign
We redesigned an HR organization to more effectively handle operations.
Like many other HR organizations have done in the past twenty years, this manufacturing company wanted to strengthen its operations while building its capacity to serve as a strategic business partner to the business.
The Change Collaborative facilitated the strategic and operational redesign of its HR function, positioning it to better support the network of North American affiliates that relied on it for shared services. Our work included the following:
- Facilitated planning conversations with HR leadership
- Designed and facilitating a high-engagement large group workshop where HR staff created potential structural options for the future
- Designed and facilitated five concurrent department-level design workshops to map processes and design jobs
- Facilitated the associate selection process into new jobs
- Supported additional team start up activities once the new reporting structure became effective
- Built a methodology guidebook that could be used to future organization design projects elsewhere in the company
At the end of the project, the resulting HR organization was leaner and more efficient than when the project began. The team had identified the most critical capabilities and work that it needed to do, and it had a plan to stop, eliminate or transfer non-value added work. Furthermore, every HR person was placed in the organization, in a newly scoped job with clear roles and responsibilities. For the first time, HR career paths were articulated and associates knew what was expected at each level in the organization.
The Change Collaborative offered us the critical elements we look for in a partner; proven expertise, a flexible approach that accommodates our unique culture and ultimately a product that delivered both robust results AND team members with a new skill set and tools to support future change initiatives. Our HR Transformation project allowed us to think about change in a new way. TCC helped us move from a discrete and siloed approach to organizational design to a high engagement approach touching all HR areas and the opportunity for 100% inclusivity. In the end, we were able to transform the HR organization, realign talent to strengthen teams and develop associates’ capabilities with a clear line of sight to HR’s vision and strategic direction to lead, support and serve the customer.
Division Manager Regional Planning