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Dave Fleck and Associates; Company Brochure
- 1. “Unleashing human potentialto achieve organizational success"™ Company Brochure Mission Model Clients Case for Action Practice Areas Consulting Team www.davefleck.com Note: Dave Fleck & Associates (DF&A) is a NJ Registered Alternate Name under Northeastern Consulting, Inc., a corporation incorporated in the State of New Jersey.
- 2. Who we are… and our Vision and Mission Who we are We are a team of organization, leadership and team development experts based on the east coast of the United States and doing business globally in support of our client operations. We support forward-looking companies in a broad range of industries improve performance and results through the authentic engagement of employees. We serve as a vehicle to assist companies create healthy, committed and resilient organizations together with more efficient and competitive business operations. We are dedicated to providing our customers with highly personalized support when and where they need it both face-to-face and through virtual technology. Our Vision A world where people and organizations thrive Our Mission To be a catalyst for leaders and organizations to achieve sustainable high performance by unleashing human potential 2
- 3. DF&A What &How Model – Creating a strong “How” enables success on “What” is to be accomplished The “HOW” Culture, behaviors, values, People, processes, systems structures, and business strategy THE “WHAT” Base Business Tasks & Special Project Business Tasks
- 4. DF&A Waterline Model– Creating a strong “How” enables success on “What” is to be accomplished WHAT we are doing… Includes all the base business / project activities that each function has on their plate HOW we are doing it… The human systems & work processes that enable the “WHAT” to get done – process improvement, culture, leadership, teamwork, communication, management effectiveness, employee development, etc.
- 5. Our Keys forcreating Successful, Sustainable Organizations Design & implement a holistic approach to change Involve all levels of people in the change process Ensure sponsors understand and fulfill their roles as champions of the change Integrate the transfer of knowledge & skills within each engagement 5
- 6. We take aholistic approach … based on the application of our model to create sustainable high performance NOTE: COPYRIGHT PENDING ALL RIGHTS RESERVED CREATED BY DAVE FLECK & ASSOCIATES 6
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- 8. Case for Action… Delivering on Strategic Change Promises • A critical concern is that only 30% of major Initiative Success Rates change initiatives achieve successful realization Culture Change 19% • A 2008 McKinsey survey of 3,199 executives Business Expansion 20% indicated that 1/3 succeed in major Software 26% transformational change. Re-engineering 30% • Symptoms include reduced performance; M&A 33% morale issues; catastrophic failures; superficial TQM-Driven Change 37% installations, etc. Restructuring 46% • The crucial issue is how the change is accomplished, not so much what the change is Source: Smith, M. E., “Success rates for different types of organizational change” Performance Improvement, 41 (1), 2, 2002. • The most successful transformations have a proactive approach that engages the people of an organization. *based on 2008 McKinsey Quarterly: Corporate transformation under pressure 8
- 9. The State ofAffairs … statistics on engagement today* Only 29% of employees are actively engaged in their jobs, while 54% are not- engaged, and 17% are actively disengaged. 72% of employees who quit leave because they feel they are not being recognized for their contributions or sufficiently respected and coached by their leaders. 50% of employees said “yes” when asked if they had thought of resigning in the last six months. 79% of top performers do not feel appreciated. Only 13% of disengaged employees would recommend their company’s products or services, compared with 78% of engaged employees. The cost of lost productivity in the US is estimated to be between $287 billion and $370 billion. *the above from David Ulrich & Wendy Ulrich based on their book The Why of Work (2010) In the Korn/Ferry Institute’s Confidence in Leadership Index, the North American scores for credibility and trust in leadership are at all-time lows. Deloitte’s annual Ethics and Workplace Survey found that a third of Americans plan to seek new jobs as the economy recovers. The top reasons: a lack of trust in their employers and lack of transparent communication from leadership. 9
- 10. The Financial Impact…. and Opportunity! Over a 10 year period (1998 to 2008) “best companies to work for” have a 6.8 % stock appreciation vs. 1.0% for the average firm. - Presented by David Ulrich & Wendy Ulrich based on their book The Why of Work (2010) Organizations with high engagement are 78 percent more productive and 40 percent more profitable than those organizations with low levels of engagement. - Hewitt Quarterly Public companies ranking in the top quartile of employee engagement had EPS growth at 2.6 times the rate of those that were below average in terms of employee engagement -Gallup 2008 Best Buy indicates that for stores that improve employee engagement scores by 1/10 of a point (on a five point scale) will see at $100,000 increase in sales volume - Gallup 2008 10
- 11. Our examples … Results thru applying our keys to Successful, Sustainable Organizations Created 2.5M year-over-year cost savings in a collaborative Kaizen process involving software, manufacturing and service functions of a major global company. In addition, significantly improved customer satisfaction as a result of this quality/employee engagement process. Reduced turnover from 40 to 11% thru a multi-faceted employee engagement process that involved all levels and people in a division in follow-up to employee survey results. Significantly enhanced a Finance Executive’s Leadership Capabilities through the application of an executive coaching process leading to improved organizational performance and the executive’s promotion to a position of greater authority and responsibility. Significantly improved organizational performance along with employee survey results through a “cascaded-up” facilitated feedback / coaching / work team development process. Culminated in a leadership team meeting that addressed key organizational issues that had been outstanding for years prior to the process. 11
- 12. The “lay ofthe land” … the current state and starting point for building engagement* Key findings of the DF&A Org. Climate Survey & Interviews… There is more authority with less resources Remaining employees are assuming the work of positions that have been eliminated There are more tasks to complete leading to longer work hours Employees are squeezed with many tasks and limited time for thoroughness/quality which detracts from a feeling of a “job-well-done” Work is not considered enjoyable or “fun” anymore There is little time for training and development Fear of losing a job leads to not challenging “the system” There is less opportunity for career advancement within company People have less time for outside activities / time with family *DF&A White Paper Survey & Interview Results, Oct. 2010 12
- 13. Our Practice Areas… leading to Sustainable High Performance Sustainable High Performance is the core focus of Dave Fleck and Associates. All of our practice areas work together synergistically toward the goal of building capability for sustainable high performance and business growth. This is illustrated in our model of organizational change and transformation: While each of our practice areas offers separate, “stand-alone” services, our experience is that in order to create high performance that sustains itself, organizations typically require coordinated change in multiple practice areas such as in Leadership, People Engagement, Strategy and Business Architecture and Change Realization. Our consulting practice is dedicated to helping leaders at all levels negotiate and harmonize these interdependencies, with one overarching goal: sustainable performance excellence. 13
- 14. Our approach … Improves results while at the same time transforms the organization Targeted Improvement Improved Project Business Results AND Enhanced Targeted Capability Skilled to meet Facilitation & Development the next Behavioral (Knowledge, Skills, Business Coaching Attitudes & Behaviors) Challenge 14
- 15. Our Practice Areas… leading to Sustainable High Performance We support the creation of break-through results through our “hands-on” personal support and development of people, teams and organizations. We help you achieve Sustainable High Performance by developing and implementing holistic, integrated solutions through our following Practice Areas: Leadership & Dona Vages, Practice Leader People Engagement Strategy and Business Architecture & Karen Grove, Practice Leader Change Realization 15
- 16. Our Practice Areas… Leadership Leadership Development Deliverables: Individual and team resilience plans, personal development plans, leadership transition/on-boarding process, Accelerated Leadership Program Executive Coaching Deliverables: The DF&A 3Cs Coaching Program™*, organizational and personal assessments (EI, MBTI, FIRO-B, DISC), interview and upward feedback data gathering / dialogue, coaching plans for on-going / continuous growth and development, one-on-one coaching sessions for support, debrief session to review key learnings. *a defined coaching process consisting of the following four phases: Phase One: Contracting, Assessment & Data Collection; Phase Two: Action Planning; Phase Three: Defined Period of Coaching Sessions; Phase Four: Debriefing. Succession Management Development and Facilitation Deliverables: Proactive focus which defines required competencies (KSAB's - Knowledge, Skills, Attitudes and Behaviors) in alignment with organizational vision, goals and objectives, and the creation optimal performance development plans. Competency Modeling Deliverables: Align competencies (KSAB's) with workforce needs, identify competency gaps, create development plans, design framework for coaching and mentoring and develop measurements to ensure results. 16
- 17. Our Practice Areas… People Engagement State of the Art Assessment and Coaching Processes Deliverables: EQ Profile, 360 Feedback, DF&A 3Cs Coaching Program (refer to the 3Cs Program Description). High Performance Team Development Deliverables: Application of the Drexler Sibbet High Performance Team Model and facilitate Action Research Survey Feedback Processes (Note: This includes DF&A Organizational & Team Development and Improvement Process consisting of upward feedback data gathering, dialogue and planning sessions designed to improve leadership effectiveness, interpersonal communication and teamwork while improving results. Leadership Transition Process Deliverables: Rapid team & leader rapport and performance development process and managing in a virtual team environments. Dynamic / Dialogue & Conflict Resolution - Interpersonal, Team, and Cross-Functional / Systemic Deliverables: Immediate resolution and long-term sustainability Advanced Behavioral Skills Experiential Learning Deliverables: Rapid development of a critical mass for high performance Diversity for Results Deliverables: Assessment, planning and implementation of entity specific strategies; leveraging inclusivity for greater impact; support for a global multicultural environment Customized interventions at the Individual, Team, and Systemic Level Deliverables: Consulting / action research methodology tailored to client; high impact resolution of issues identified 17
- 18. Our Practice Areas… Strategy and Business Architecture Clarifying Strategic Direction Deliverables: Alignment of Business model, clarify Vision & Mission, strategy intent & executable goals and objectives aligned with key strategic initiatives and supportive measurement process. Process Improvement & Redesign Deliverables: Streamlined, efficient, effective, flexible business processes The Process-Based Organization Deliverables: Core business processes defined & mapped; process owners established; key process metrics (scorecard) defined; process teams established; continuous improvement ongoing Organizational Design Deliverables: Enhanced or creative and innovative Operating models; organizational/structural relationships mapped; improved functionality “Kaizen” Events Deliverables: Continuous improvement of processes in manufacturing, engineering, supporting business processes, and management. Process waste removed, leadership improved, teamwork & engagement enhanced 18
- 19. Our Practice Areas… Change Realization Developing Clear Intent of the Change Deliverables: Case for change, future state (including culture statement), guiding principles, realization outcomes Designing Change Components Deliverables: Organization design, process design, role/responsibility definitions, performance metrics, organizational culture requirements Aligning the Organization Deliverables: Role/Stakeholder map, cascading sponsorship plan/sessions, enrollment plans/sessions, advocacy plans, risk mitigation plans, communication plans Developing Change Leadership Capabilities Deliverables: Sponsor assessment and development plans, sponsor coaching Assessing and Developing Change Capability Deliverables: Change agent network, Personal Resilience Profiles and plans Implementation and Sustain Planning Deliverables: Implementation plan, employee engagement plan, risk mitigation plan, risk communication strategies/plans, change realization prognosis, measuring, monitoring, lessons learned debriefs, milestone celebrations 19
- 20. Contact us atno cost or obligation if… Changes in the competitive environment are forcing your organization to seek more effective ways of doing business – to be faster, better, more efficient Your organization is undergoing a major change in its environment – mergers/ acquisitions, new facilities or technologies, new product/service lines, reorganizations, etc. You want to create commitment and alignment – at all levels – in support of your strategy You are struggling with sustainable growth, innovation and adaptation You want leaders to optimize personal impact and the people of an organization to maximize results You’d like in defining a balance approach to performance metrics You want your strategies to be implemented, realized and sustained 20
- 21. Our People… knowledgeable, experienced & committed Our Leadership, Associates, Alliances and Global Partners have years of training and experience in business, organizational consulting and leadership development. All have been granted advanced degrees, certifications and/or awards and several are currently teaching or have taught at the undergraduate and/or graduate level. DF&A team members have a deep understanding of the demands our clients face as most of us have been part of corporate management and understand and appreciate the business challenges faced in today’s economy. We are committed to sound consulting guidance, great service & a positive impact on our clients’ operational effectiveness. Our Leadership … committed to professionally guide our support leading to our client’s success Dave Fleck, MAABS, CEO and Principal Coach/Consultant, founded Northeastern Consulting, Inc. in 1998 and along with a team of leadership and organizational experts launched Dave Fleck & Associates in the fall of 2009. Dave’s experience includes being a Senior Partner of Human Capital Development at VantagePoint Consulting, Director of Organizational Effectiveness with Johnson & Johnson (Ortho-McNeil Pharmaceutical) and Team Leader of the Organization Development (OD) practice in AT&T (Consumer Communication Services). His career background also includes hands-on management experience with AT&T Bell Laboratories, Raytheon Company as well as the United States Government. For many years Dave taught Leadership & Collaboration as an Adjunct Professor in the graduate engineering program at the Polytechnic Institute of New York University (NYU). He is an International Coaching Federation (ICF) Qualified Executive Coach Certified in Appreciative Inquiry (AI) & Whole System IQ™ and is a graduate of the MIT Center for Organizational Learning Core Competencies Course. Dave has a graduate degree in Leadership Coaching & Organizational Consulting from the Leadership Institute of Seattle (LIOS), currently LIOS Graduate College of Saybrook University, and an undergraduate degree in Sociology (Summa Cum Laude) from the State University of New York. In addition, Dave is certified in Myers-Briggs Type Indicator (MBTI), Drexler-Sibbet High Performance Team Model, Diversity Awareness & Facilitation and Wilson Learning Social Styles. 21
- 22. Our Leadership (continued)… committed to professionally guide our support leading to our client’s success Dona-Maria Vages, MS, Vice President, Chief Operating Officer and Practice Leader, Leadership and People Engagement, is an intercultural consultant specializing in assisting organizations successfully develop and engage their human resources for optimum success. She applies a holistic and multi-cultural lens to organizational issues and focuses on the effective management of organizational transitions, building inclusive work environments, leading and managing virtual teams and developing the capabilities of individuals throughout the US and Europe. Dona has extensive corporate and supervisory proficiency garnered at positions within AT&T, NCR and Lucent Technologies. She holds a Masters of Science Degree in Human Resource Development from Suffolk University and a Bachelor of Science Degree (cum laude) in Business Administration from Northeastern University and extensive doctoral course work in Global Organization and Human Resource Development at The Union Institute and University. She is certified in MBTI and Emotional Intelligence assessment instruments. Dona is also a graduate of the Gestalt International Program on Organization and Systems Development and maintains adjunct teaching relationships at colleges in Florida and Massachusetts. Dona has also been trained & certified as a Practitioner in ODR’s, now Conner Partners’, change methodology. Karen Grove, MBA, Ph.D., Vice President and Practice Leader, Strategy & Business Architecture and Change Realization, has more than 20 years’ experience within management consulting, helping Fortune 500 companies address the challenges of enterprise-wide transformation initiatives such as market shifts, mergers/acquisitions, business process reengineering, technological changes, shared services, and customer relationship management. Challenges included creating cultural congruence, strengthening change leadership, addressing stakeholder reluctance, maximizing organizational alignment, creating employee commitment, and enhancing resilience while minimizing change fatigue. Industry expertise includes telecommunications, consumer products, customer care, health care, power/utilities, retail banking, manufacturing, pharmaceuticals, military and transportation. Karen holds a Ph.D. in organizational behavior and development from The Union Institute, a master’s degree in business administration from Frostburg University, and a bachelor’s degree in French from Shippensburg University in Shippensburg, PA. In addition, much of Karen’s expertise in change realization has been gained through her long time association with ODR, now Conner Partners, where Karen continues to be a consulting associate. 22
- 23. Our Associates… allwith advanced education along with years of “hands- on” experience N. Dini Checko, holds an M.A. degree from Columbia University in Organizational Psychology and is a certified Coach/Consultant in Whole System IQ from The Leading Clinic. Dini successfully completed a management development program in the financial services industry and consulted to Fortune 100 companies. Rich Cohen, in addition to a law degree, Rich holds a Masters Degree in Organization Development from The American University/NTL Institute and is currently an Adjunct Professor in the Graduate Psychology Department at The City University of New York - Brooklyn College Division Clinic. Michelle Frazier, holds a Masters Degree in Human Resource Management from Rutgers University and completed post-graduate work in Principles & Practices in Organizational Development in the Organizational Psychology Program at Teacher's College, Columbia University. Nadia Kachalenko, earned an MBA in International Business from Fairleigh Dickinson University in addition to her BS degree in Accounting. She has over 10 years experience in the corporate headquarters of Johnson & Johnson and Pfizer Inc. Nadia has expertise in cost accounting, overall financial operations, strategic initiative financials and process and system improvement. Marsha Montgomery, received her MBA from the Darden Graduate School of Business (University of Virginia). Marsha has successfully led projects in R & D, Facilities and Engineering, Manufacturing and Quality, Sales and Marketing as well as Finance and Accounting. Jackie Tobin, has an MBA in Management Information Systems. She has 20 year’s experience working in the corporate headquarters of one of the world’s largest global banking institutions. Jackie is a technology manager with expertise in complex business processes and providing innovative process & technology solutions. Lynn Varagona, MBA, Ph.D., is a licensed psychologist with an executive MBA. Lynn combines her strong background in behavioral science with a solid understanding of business issues people face. She has held a several leadership and organizational development positions and has “hands-on” experience with executing change to include leveraging assessments and diagnostics to create sustainability. 23
- 24. Our Alliances …experts who extend our capabilities in support of our clients Applied Logical Methods (APLOMET) (Special expertise in measuring process & organizational performance, internal quality audits and process management). APLOMET’s mission is to help organizations increase performance through consulting and education in quality management technologies. Founder and Principal, Duke Okes, is a Fellow of the American Society for Quality and is certified by ASQ as a certified manager of quality/organizational excellence, quality engineer, and quality auditor. Crosby and Associates (Special expertise in the developing deep interpersonal communication skills) East Coast President Gil Crosby, MSW, began his Organizational Development career in 1984, following enthusiastically in his father's (Robert Crosby) footsteps. Gil has held Organizational Development and Change Management positions with Peach Bottom Atomic Power Station and EDS. Gil wrote “Fight, Flight, Freeze: Taming Your Reptilian Brain and Other practical Approaches to Self-Improvement” as well as numerous articles. The Leading Clinic (Special expertise in appreciative inquiry and large group intervention). Founders Sherene Zolno and Rick Skillman, began this non-profit organization whose mission is “Helping create a new future for nonprofit organizations and their leaders” has led to breakthroughs to new levels of service excellence and capability, enabling nonprofits to make a profound difference in the quality of life in their communities. Lighthouse Consulting, LLC (Special expertise in mediation, diversity and leadership). Founder and Principal, Andrew Cohn, is a graduate of Loyola Law School in Los Angeles, and is a member of the State Bar of California. He also holds a Master’s degree in Applied Psychology from the University of Santa Monica, and has been trained as a workplace mediator by the Los Angeles County Bar Association. In addition, Andrew is Fellow with the Oxford Leadership Academy. 24
- 25. Our Global Partners… expanding our presence around the globe JÜRGEN FERCHLAND (Global Partner in Europe / Germany). JÜRGEN has been an external consultant for over 20 years in Human Resources and Organization Development for private and public organizations. He has expertise in coaching, leadership and management development, team building, employee involvement efforts and change management, with a focus on the human element of change. Working languages are German & English. EVA RÖTTGERS (Global Partner in Europe / Germany). Eva has 25 years of experience as ‘Change Agent’ (Manager, Supervisor, Therapist, Coach and Organizational Development Consultant). She has been working since 1985 in leadership development and communication skills training. Eva Röttgers is a coach for executives, consultants and HR professionals since 1990. Beyond her work in training and individual coaching she is a consultant in large, long term change projects. Working languages are German & English. GUY TUNNICLIFF (Global Partner in Europe / England). Guy has a wealth of experience working with a many different leaders, teams and organizations on people and business issues in the UK and internationally. Guy has worked as a senior executive in global food, drinks & IT companies; in large health & government bodies; universities & colleges and international management consultancies for over 25 years. His expertise includes: assessing people & culture; coaching leaders; whole system change consultancy; developing high performance teams; facilitating inspiring training workshops and working on inter-cultural and international integration. Guy holds an M.A. (Organisational Psychology) from Lancaster University U.K., Certificates in Management Education & Group Work. He is a graduate of Gestalt Institute of Cleveland USA International OSD consultancy programme, accredited Cultural Transformation Tools trainer & consultant, European Foundation for Quality Management assessor, and certified in many change processes & psychometric assessment tools. 25
- 26. Our Global Partners(continued) … expanding our presence around the globe SUAT EMRE (Global Partner in Middle East / Turkey). Suat has 15+ years experience as a Senior Consultant/Coach. Her services include Executive Coaching, Leadership Development and Organizational Development Consultancy for planning and supporting change efforts of Family Businesses through Global Corporations. Suat specializes in enhancing and developing corporate culture leading to the foundational values needed in today's global markets. Suat has a BA in Marketing from Bogaziçi Üniversitesi and a Certificate from the Gestalt International Study Center (GISC) in Advanced Practice Organizational Development Consulting. ESTHER HALEVI (Global Partner in Middle East / Israel). Esther has extensive experience providing consulting and training services to senior and mid-management in the public and private sectors in the Middle East. Her multicultural background and personal business experience establishing and running a seven figure company is an added value for her clients. She is bilingual and works in both English and Hebrew. Esther holds a Masters degree in Organizational Behavior from Washington University, St, Louis, a certified Mediator and graduate of the Gestalt International Program on Organization and Systems Development. KEVIN J. NIEMI (Global Partner in Mexico, Central & South America / Venezuela). Kevin has over 20 years of private industry and management consulting experience. He has specialized in the full life-cycle of Organizational Development and Change Realization activities. Kevin began his career in Fortune 500 companies (U.S. and international) in career track positions in manufacturing, finance, accounting, systems development, marketing, sales. His consulting work began in 1992 and generally focused on the design and delivery of OD and CR services to a wide number of clients and industries implementing ERP, e-CRM (Customer Relationship Marketing) systems, other integrated packages, data warehouses, web-based applications, organizational effectiveness, and other major change efforts. Kevin has worked with firms in Asia, North and South America, and Europe undergoing business process redesigns, systems implementations, cultural changes, acquisitions, mergers, and organizational restructurings. He holds an M.B.A. in Finance from the University of Georgia, USA, and is Certified at Levels II and III, (Instructor and Consultant), in the Managing Organizational Change™ methodology by ODR, Inc. (now Conner Partners), Atlanta, Georgia. USA To be added by June 30, 2012 - our Global Partners in Asia / Singapore 26
- 27. Our Contact Information Welook forward to hearing from you and discussing areas of potential support… at no obligation. Please contact us at… [email protected] Mid-Atlantic Corporate Office: 991 U.S. Highway 22 West, Suite 200 Bridgewater, NJ 08807 Tel: 908-864-8045 | Fax: 908-864-8099 www.davefleck.com New England Southeast Regional Office: Regional Office: Tel: 508-775-0604 Tel: 843-877-2627 DF&A / NCI Company Brochure – updated March 29, 2012 27