Making it Better Program



Read our latest article:
"Walking the Talk"


CONTACT:

704.604.4348
omertaops@gmail.com
TheChangeExecutionGroup.com

Strategic Advisory Board

Nanette Black PHD
(Academy of Management))
Robert Radin
(Retired President American Express )
Julian Kaufman
Sr. Executive AIG)
Reg Gabriel
(CEO SKoolAide, Inc.)
John Campbell
(EVP Harley-Davidson )


John Staines
SVP Liberty Medical



Frequently Asked Questions


How do we get started?

  • The discussions: We start with a series of conversations to determine your needs. We ask the key questions that enable us to start setting a direction and strategy for our work with you.
     
  • Proposal generation/modification/acceptance: Once the match looks like "Yes!" a written proposal is generated (sample available upon request). It contains your goals, the anticipated start and end dates, the organization's project sponsor(s), the goals, methods, logistics, risks, evaluation, value, pricing, and terms. If needed, the proposal is modified, and once it is accepted the scheduling of service delivery begins in earnest, including the co-drafting and organizational distribution of an internal announcement memo, so that all relevant stakeholders have a clear understanding of the project from the beginning.
 

 

What does a typical project include?

  • Assessment: Since each organization has its unique elements, and the 'presenting problem' may have multiple factors, a cultural assessment and problem definition process is performed. First, we generate data and observations through active listening and skillful interviewing that includes structured questions, spontaneous thoughts and intuition to obtain information and experiences from a wide variety of personality styles and communication abilities. Next, the results are synthesized and reported. Sometimes it is appropriate to create two reports — a generalized one for all staff, and a more detailed 'warts and all' version for owners or executives.

 

  • It is important to note that staff interviews are conducted with 'blended confidentiality' — individual comments are not identified. The feedback is woven together in a paraphrased fashion so that team members feel that they can be open.

 

  • Application/intervention (requires new proposal): Typically, the assessment process will create a number of recommendations that form the basis for a targeted initiative to begin management, behavioral, and cultural change. This is the 'heart' of the method, and involves a combination of the direct application of our consulting, facilitation, and coaching skills. While it is important to create a work plan with some level of detail, it is our consistent experience over time that there is a certain amount of 'unfolding' that happens once the project begins, much like the remodeling of a house can uncover additional structural needs. In most cases, specific managerial behaviors and group norms are observed, identified, and supported or challenged as appropriate.

 

  • A large-scale change project will generally require an on-site presence of at least a half-day per week on average. Key executives have unlimited phone and e-mail access. Structured and on-going evaluations are held, and feedback in the spirit of mutual accountability is always encouraged. Every effort is made to accommodate the workplace variables that exist — travel to multiple locations, on-site meetings late at night or early in the morning (in a three-shift environment, for example). The goal is for The Change Execution Group to be a facilitator and in all cases a driver of positive change, with clear boundaries, to achieve the stated project goals.

 

 

How long does it take?

  • This modality is where the actual process of management behavioral change is fostered. By insisting on trust, individual professional growth is both supported and challenged. Drawing on observed and reported examples, executives increase their awareness, develop new options, practice implementation, and measure impact. By consistently working towards improved patterns of thinking, feeling, and acting, greater results are achieved.

 


What is executive coaching?

  • One reason why millions of organizational dollars are wasted on training programs is the lack of focused follow-through. We've all come out of an excellent workshop saying to ourselves, "Yes, I'm going to incorporate this material into my professional life!" only to experience an astounding evaporation factor over the weeks and months that follow. Generally speaking, we ask our clients to make a commitment of one year — not because we take that long to do the work, but to insure that individuals and teams do not fall back into old patterns.

 


How much does it cost?

  • Fees are structured by the project, not hourly, and since projects vary by size and scope, fees vary accordingly. The fee is based on the value received, not the time spent, so there is no worry about incurring additional charges for picking up the phone or scheduling an extra meeting. We both do what it takes to meet the goals.
  • Fees include all direct expenses: meetings, communication, phone calls, e-mail, faxes, preparation, presentation, reports, materials, travel time (except as noted below), and supplies. No supplemental or ancillary billings unless there is mutual agreement that the project scope or mission needs to change from the original proposal.
  • Primary travel expenses of air fare, hotel, and ground transportation for travel beyond reasonable driving distance can be billed at cost or included in the overall pricing. Treatment of travel expenses will be discussed up front and included in the written proposal.
  • Payment schedule is clear and negotiated in advance — we each know how invoices will be generated, when payment is expected, and how payments are to be made. Typically, once invoices are presented they are due in the next normal check run (not with terms of thirty days).

Quote on not cutting corners… Tony DaDante

"Suppose you could build a dream car that included the styling of a Jaguar, the power plant of a Porsche, the suspension of a BMW and the interior of a Rolls Royce. If you put all of these together what have you really got? The collective minds at CEG would simply say you have nothing but a mess. Albeit a mess of best in class attributes. We would go on to say that most organizations today are in the same boat, great employees, great products and services, great brand proliferation and yes even great strategy but have succumbed to the IMPERATIVE TO ACT temptation and simply forgot about the importance of Culture, Engagement, FIT and Alignment.

 

Representative issues we address with clients are:

C-Suite Effectiveness – Distribution of power between CEO and Team.

  • What are the boundaries?
  • What issues are negotiable?
  • How deep is the need for consensus?
  • Are there succession issues?
  • What are the unspoken taboo’s between team members?

 

De-layering the Organization


  • Have you reduced the management ranks as dramatically as your work force?

 

Optimizing Engagement


  • What if you could better understand how your people network. Can you identify the informal networks?
  • What are you unconsciously doing to demoralize your critical mass?

 


Culture, Strategy and Accountability
 

  • Do your Senior Executives know how the companies objectives are connected to individual accountabilities?
  • What are the unique linkages that create alignment and engagement?
  • What limits does the culture pose for your company?

 

Getting Results


  • Do you need to change perception as well as reality?
  • What have you invested in the transformation process?
  • Do you have a integration plan in place for your Six Sigma installation?
  • What are the stove pipe silos that are hampering our efforts?
  • Is your organization designed for effective decision making and execution?

  • "Turned-on people do turned-on work... Sacred trust is the fuel that powers turned-on people."
    - Tom Peters
  • "Don’t let your ego get too close to your position so that if your position gets shut down your ego doesn't go with it.”
    - Colin Powell
  • "It's easy to make a buck. It's a lot harder to make a difference."
    - Tom Brokaw
  • "Most of what we call management consists of making it difficult for people to get their work done."
    - Peter Drucker
  • "The first responsibility of a leader is to define reality. The last is to say 'Thank You.' In between the leader is a servant."
    - Max Dupree
    
What's New at CEG

CEG CEO Tony DaDante awarded board seat  at prestigious Global Cyber Forensics Investigation firm "DIGITS". DIGITS Chairman Michael McCartney comments that "the synergies between our firm and The Change Execution Group have proven themselves quite favorably.  Tony's work in designing our Strategic plan and brand along with his relentless focus on Talent coupled with the fact that we share numerous public and private customers, will position us well in leveraging Tony's worldwide reputation as a role up his sleeves, get things done leader, in the Global marketplace."
Former IBM Executive and recently appointed SKoolAide CEO, Reg Gabriel, has selected CEG to lead and facilitate the Strategic Advisory Forum in Boston. SKoolAide is one of the nations leading technology portal companies dedicated to serving students, teachers, school administrators and public and private service providers in the Higher Education Business space.
Ceg CEO Tony DaDante to  speak at Society of Food Service  Global Convention.
Attend 'Best of Organizational Development Summit' and hear Tony DaDante speak.
Boston College MBA Organization Studies Chairperson Dr. Judith Gordon engages Tony DaDante CEO of the Change Execution Group to teach Advanced Leadership courses.
CEG completes  M&A integration project with Eurest Services and Kimco Corporation of Chicago.
CEG Executive search arm fills key roles in Compass-Shell Oil partnership. 
CEG signs long term contract with BP as a preferred supplier to implement "The Making it Better" culture transformation process and to deliver a Formal Executive Education series of courses to its vendor partners CBRE, Jacobs Engineering, Compass, Eurest and Allied Barton.
Global Change Project continues in Asia at Applied Materials a world wide leader in Nano technology in it's Solar Business (AMAT).
CEG sponsors LPGA GOLF CHAMPIONSHIP in Orlando at the Grand Cypress Resort. Tony DaDante and LPGA players team up to raise funds for Breast Cancer research. Watch Golf Channel interview with CEG executives and Golf Legends

UPDATE....   CEG led team wins LPGA Pro Am that highlights Hall of Famer Julie Inkster and Samantha Marks and Sammi Lee both of whom are Junior Girls golf phenoms. Thank you to all who contributed to the Breast Cancer cure cause. 
CEG in talks with Dr.Steven Lower and distinguished leader Anthony Riccio to develop a "Making it Better"   Global Help network.
BP reports record performance after implementing the Change Execution's Group  " Making it Better" culture transformation process utilizing the John Kotter 8 step Leading Change Model.  Record results are highlighted in Safety ,Operational, Financial metrics.
CEG will be announcing Culture Change and Executive coaching partnerships with several Fortune 500 clients in near future. CEO Tony DaDante shared during a recent interview on  CNBC Squawk Box  that Global leaders are becoming increasingly dismayed at the lack of transparency and culture of fear that has been accepted as simply the cost of doing business.
CEG WINS third consecutive BP contract for its high profile Brightlights project.
CEG completes executive search project with Compass Food Group and Eurest Services in Chicagoland. Shalini Gupta selected to lead high profile "Making it Better" change process for BP.
CEG CEO Tony DaDante and a group of  his Global clients publish video on FAST CULTURE CHANGE and LEADERSHIP. To view go to "CLIENT SUCCESS STORIES" on the CEG website.
CEG awarded Leadership Development contract for Integrated business partnership consisting of BP, CBRE, Jacobs Engineering, Compass Services, Food for Thought, and Allied Barton.
CEG awarded contract by BP to design and implement a High Performance High Touch customer service brand at its flagship Brightlights business.
CEG begins production of the "Cool Friends in the Trenches" leadership documentary. Some 50 global leaders from companies of all sizes and shapes will be interviewed on the subjects of Leadership, Change and Talent. Each interview will be available to view on the CEG site.

To date the following High profile leaders have been interviewed:

1. Dan Dipofi- Owner of NHL Hockey Franchise
2. Steve Barnett and Dave Spataro , Compass Group Executives
3. Alex Darraugh- CBRE executive
4. Kevin Harris - BP executive
5. Cherie Duddridge- BP executive
6. Debbie Reimer- Crothall Food Service Executive
7.  Scheduled to be interviewed this month VP Biden, Julian Kaufman ( AIG) Alan Kaye( Mattel), Michael Burgin ( Secret Service), Tom Peters, George McNeilly (ESPN) Jeff Regner ( Harley- Davidson) Jack and Suzy Welch . 
CEG partners with Mark Bingaman, SVP Supply Chain of Ultra Clean Technology, on Strategic change and Global Talent management projects. UCT is the globally recognized leader in the outsource solution business for complex modules ranging from liquid and gas delivery systems to turnkey system integration. CEG has begun work at the Austin, Texas campus.

“Tony is one of the best strategic HR executives on the globe! He understands what it takes to move the needle in any organization that needs to jump to the next level. His passion for his work and the deep functional knowledge and his rare combination of line management business experience and Hr Function transformation makes his offering compelling to any organization that is looking for a pragmatic way to raise its game.”
Brian J Bohling,  EVP Hess Oil,
worked directly with Tony at The Change Execution Group
Today CEG CEO Tony DaDante led a Strategic Team Development process at Shell Oil Headquarters in Houston. Tony worked in concert the Strategic Advisory Group from Compass Services and Johnson Controls and some thirty  five executives from each of the companies. Another session is planned.