Problems like yours, solved before

The situation. Accenture designed and installed a major new IT system and data tools at PPL. As Accenture scaled back its involvement, it was clear the system would likely be underused. Employees didn’t fully understand it, and many resisted it.

What TPS did. The project’s managing director at PPL engaged TPS to lead change management, the people side of the rollout. That engagement ran for more than a year.

What followed. The work led to a second year-long project in another department: PPL’s LIHEAP energy assistance program. There TPS redesigned process flows and threshold mechanisms, working directly with the program’s field teams.

The situation. LSAC was known for excellent transactional service to law schools and applicants. Its leadership wanted it to become a customer-centric, consultative organization its clients would see as a trusted advisor. A major IT system upgrade was already underway.

What TPS did. Stu led a small internal team to define what “customer-centric” would mean in day-to-day behavior. Together they built a Trusted Advisor model, then a competency model that spelled out what success looked like at each step, so staff could be trained and progress measured. The work started in one pilot department and was coordinated with the IT upgrade, so the new system would support the new way of working. Key leaders were involved throughout.

The result. A turn-key prototype and roll-out process for a customer-centric strategy and culture. The strategy and trusted advisor model were fully endorsed.

As an Executive Consultant in IBM’s internal transformation practice, Stu managed the transformation work behind IBM’s new sales coverage strategy and led change management for its e-business customer relationship management initiative. He also used BEAM to help IBM’s Storage Systems Group plan concrete actions for Europe and the Middle East, and was recognized with IBM’s extraordinary teaming award.

The president of Campbell’s U.S. Grocery Division wanted product and geographic managers in a matrix organization to work in step, and needed confidence that the resulting changes would go smoothly. TPS applied BEAM to both.

APM is a large social service and economic development agency in North Philadelphia. TPS assembled and managed a consultant team to review its financial accountability, compliance and operations, and governance, then worked with the board and staff leadership on a practical action plan.

When a vice president at a large tertiary medical center in the Mid-Atlantic was promoted to senior vice president, Stu served as executive coach through the transition, with a focus on engaging and influencing key stakeholders.