- Devise and cascade strategy
- Build relationships with key stakeholder groups.
- Enhance influence skills
- Lead change
- Managing Organizational Transition
Marc Levine, Ph.D., specializes in leadership, organization development, and organizational change management.
In this capacity, he partners with senior- and mid-level managers in numerous industries to enhance company-wide leadership capabilities and drive strategic change efforts to all organizational levels.
Using avariety of methodologies and techniques, he helps client organizations realize their desired leadership behaviors and successfully implement strategic plans on a tactical, day-to-day level.
Client satisfaction and retention, internal work processes, employee development, and division financial performance.
He has led several client project teams in the areas of performance management and high-potential executive leadership development.
He devised, designed, and implemented an assessment methodology geared specifically to high-tech clients.
Working with top executives at leading global technology firms,he drove assessment-based change efforts resulting in significant improvements in organizational functioning and capability.
Marc specialized in small-group facilitation and designed and led numerous executive retreats aimed at strategy development, post-merger integration, mission statement creation, and creative problem-solving.
Marc earned his Ph.D. in Organizational Psychology from the California School of Professional Psychology. His academic interests include the challenges of leading geographically dispersed teams, building leadership skills through the use of feedback, and the relationship between personal development and leadership development.
Marc teaches masters-level courses in leadership and organizational change at the University and has presented papers at numerous professional conferences.
Activision, Adobe Systems, Aetna, Allergan, Cisco Systems, DuPont, eBay, EdwardsLife Sciences, First Data Corporation, Genentech, Gilead Sciences, JPMorgan/Chase, KPMG, Los Alamos NationalLab, McKesson, Mentor Graphics, National Semiconductor, Northrop Grumman, PricewaterhouseCoopers,QUALCOMM, Takaeda Pharmaceuticals and Visa.
Managing Organizational Transition: Fostering the capacity to implement genuine change is increasingly important as competition becomes global.
Research across sectors suggests that the failure rate of change initiatives – reorganizations, reengineering projects, mergers and acquisitions,implementation of strategic plans and of IT systems– is a shocking 70%.
Interestingly, the most commonly cited reason determining the success or failure of change initiatives is people.
Why you might ask?
Because when people are not adequately engaged with change, they resist it tooth and nail. On the other hand, when people identify and let go of what must be left behind and, then, build meaning and reach out for what is new, they become capable of initiating and generating sustainable change.
Learn to manage the internal process, the human process that has been repeatedly identified as the missing link in failed change efforts in business.
Managers who are responsible for implementing and facilitating change within their organizations and who want to gain the skills necessary for leading their teams through a successful transition process
How You Will Benefit
Enhance the ability of leading oneself and others through difficult change initiatives
Understand the critical elements for drivingsuccessful change
Develop skills to create a change-ready culture throughout your organization
Learn how to create and implement effective transition strategies
Decrease the negative effects of change on individuals and groups
1: Change versus Transition
Managing the human side of change
Change versus transition
The three phases of transition
Leading change and managing transition
2: Locating People in Transition
Grass: the internal signs of transition•
Looking for signs
Transition and performance
Listening for words and phrases
3: Managing Endings
Managing endings and losses
Strategies to manage endings
4: Leading in the Neutral Zone
Leading people through the neutral zone
Improving communication during change
Temporary solution analysis
Enhancing creativity and learning
5: Supporting New Beginnings
Strategies for new beginnings
The seven principles of transition management
6: Case Study•
The first layoff in 20 years: Apex Manufacturing
7: Action Plan and Resources
Your action plan
Strategies to manage transition
Using transition monitoring teams