Andy Binns works with Change Logic clients to help them improve organizational performance through improved Strategic Execution. He has 20 years of experience working as both an external and internal consultant and as a line manager, primarily in technology companies.
Andy’s consulting experience was with McKinsey & Co. as a specialist in organization change and communications, working with clients in IT, Finance and Manufacturing sectors. At the IBM Corporation, Andy was an organization coach and consultant, working with senior business leaders to improve the performance of their organizations. He was given an award by IBM’s Vice-Chairman for his work with IBM’s global ‘emerging business opportunities’ and worked closely with Professor Tushman and Professor O’Reilly on the Strategic Leadership Forum. Prior to co-founding Change Logic, Andy was a senior manager for a telecommunications company in the UK.
Andy holds MSc in Organization Development from the Loyola University, Chicago, and a Diploma in Marketing from the UK Chartered Institute of Marketing. He studied political science at New York University and earned a BA (Hons) in that subject from Sussex University in the UK. He is a co-author with Professor Tushman and Dr Wendy Smith of research in the area of senior teams and strategic complexity.
Andy is responsible for managing Change Logic’s business globally. Andy is also Chairman of the Board of Stakeholder Forum for a Sustainable Future, a not-for-profit that works with governments, UN Agencies and others to improve the quality of stakeholder engagement in international and national governance processes on sustainable development.
Elspeth specialises in delivering exceptional and sustained business results through simple, practical transformation programmes. She has 12 years experience working as an internal and external consultant, a line manager and a mentor to senior teams, including within the military on high risk, complex projects.
Elspeth started her career in sales at IBM then moved to their Global Services division to do organisational change consulting. There, she was responsible for delivering a number of successful large-scale transformation projects in the Financial and then Telecommunications and Engineering sectors, specialising in culture change.
Elspeth then ran the Consulting and Facilitation team for FranklinCovey Europe, helping them transition from being primarily a provider of training (e.g. The 7 Habits of Highly Effective People) to being a consultancy specialising in the disciplines of strategy execution. She and her team successfully delivered multi-million pound programmes across different cultures and countries.
Before joining Change Logic, Elspeth was Head of People Transformation for the strategic change programme at BT, working across the organisation to create a culture of customer service and a discipline of ‘right first time’.
Elspeth has a BA in French and Philosophy from the University of Kent.
Charles O’Reilly’s research includes studies of organizational culture, the management of human resources, and the impact of change and innovation on firms. His current research includes studies of leadership, organizational culture, the impact of senior management on innovation and change, and the management of human resources. Charles is a much sought after adviser and speaker to major corporations.
His previous books include Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal with Mike Tushman (Harvard Business School Press, 2000) and Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People with J. Pfeffer (Harvard Business School Press, 2000). His next book, Ambidextrous Organizations: Resolving the Innovator’s Dilemma with Mike. Tushman, explores how managers can design organizations that can generate streams of innovation and deal with disruptive technological change. Charles O’Reilly is the Frank E. Buck Professor of Management and Hank McKinnell - Pfizer Inc. Director of the Center for Leadership Development and Research at Stanford University Graduate School of Business.
Michael Tushman is internationally recognized for his work on the relations between technological change, executive leadership and organization adaptation, and for his work on innovation streams and organization design. Mike is an active business consultant and educator, working with CEOs and senior teams around the world. He is also Faculty Chair for the Advanced Management Program, Harvard’s premier learning opportunity for executives.
Mike’s publications include Winning Through Innovation: A Practical Guide to Leading Organizational Renewal and Change (with C. O’Reilly, 2002); Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation (with D. Hambrick and D. Nadler,1998); Competing by Design: A Blueprint for Organizational Architectures (with D. Nadler, 1998); and Managing Strategic Innovation: A Collection of Readings (with P. Anderson, 2004). Mike was previously on the faculty of the Graduate School of Business, Columbia University. He has been a visiting professor at MIT and INSEAD. Mike holds degrees from Northeastern University (B.S.E.E.), Cornell University (M.S.), and the Sloan School of Management at M.I.T. (Ph.D.). Mike was elected Fellow of the Academy of Management in 1996. Mike is the Paul R. Lawrence MBA Class of 1942 Professor of Business Administration at the Harvard Business School.
Tamra Carhart is a true generalist--an adaptable, digital communicator who thinks visually and is a sucker for a good story. As the Chief Digital Officer of Change Logic, she is charged with heading up digital communications and using her visual and verbal skills to increase Change Logic's capabilities in the digital space.
Previously, she worked as a copywriter for Rosetta Stone, an Associate Lecturer at Central St Martins College of Art and Design in London, England, and a freelance copywriter for web, print, outdoor, and broadcast media for a wide variety of corporations.
Tamra has an MA in Design Studies from Central St Martins College of Art and Design (London, UK) and a BA from Davidson College (Davidson, NC). She moonlights as a singer-songwriter.
Jennifer S. Goldman is an organizational psychologist and consultant recognized for enabling senior executives to more effectively manage challenging conflict and strengthen leadership capacity. She brings 15 years of experience working with global leaders in team and one-on-one settings in a wide range of industries, including financial services, high-tech, consumer goods, and global non-profit and governmental organizations. Using a highly engaging teaching and coaching style, Jennifer blends her expertise in psychology and negotiation to help her clients drive bottom-line individual and organizational results.
Jennifer is also an Adjunct Professor in the Department of Organization and Leadership at Teachers College, Columbia University and an executive coach with the Program on Social Intelligence at Columbia Business School. Earlier in her career, she served as Director of Negotiation Programs at Mediation Works Incorporated, and as a facilitator for the Program of Instruction for Lawyers at the Program on Negotiation at Harvard Law School.
She has written articles and chapters on leadership and conflict in various publications including Chief Learning Officer Magazine Online, International Journal of Conflict Management, and The Handbook of Conflict Resolution: Theory and Practice. Jennifer received a B.A. in Social Psychology from Tufts University and holds a Ph.D. in Social-Organizational Psychology from Columbia University.
Christine has 15+ years of experience as both a strategy consultant and entrepreneurial executive. As the co-founder, CEO and President of a Pittsburgh-based start-up focused on the sale of patented fluid injection technologies, she successfully raised close to $1M in angel investment, and directed all aspects of the start-up’s patent commercialization, operations, key hiring decisions, and branding, marketing and sales strategies.
As a management consultant at McKinsey & Company, Christine served Fortune 500 companies facing growth, branding, financial, and organizational design issues in sectors including: consumer packaged goods, retail, consumer electronics, healthcare, robotics, telecommunications, insurance, and education management.
Formerly a Strategic Planner at the University of Texas M.D. Anderson Cancer Center, Christine helped to design and implement the strategic planning process of this multi-disciplinary academic medical center. She also facilitated the strategic planning and resource allocation decision-making process of 20 multidisciplinary teams.
Before joining Change Logic, as the owner of a small boutique consultancy, Christine served growth-oriented companies by combining strategy facilitation and development with high-impact coaching and development programs designed to unite teams behind a consistent strategy. She is trained in the use of Meyers-Briggs.
Christine holds an MBA from The Wharton School, and a BBA from The University of Notre Dame.
Libby has ten years consulting experience in the areas of organizational development and change, strategy implementation, executive development, executive coaching and organizational learning. She has worked with clients in a broad range of industries including financial and professional services, transportation, non-profits, telecoms, and pharmaceuticals.
Previously Libby was a management consultant with McKinsey & Company and with Katzenbach Partners, LLC as a project leader. She served clients and lead engagements in a broad spectrum of practice areas, including helping companies to align and motivate their talent base during times of organizational change. She has designed and implemented leadership capabilities at several organizations in Financial Services, Pharmaceuticals and professional services.
Whether working one-on-one with executives, leading customized executive development programs, or facilitating strategic planning processes for leadership teams, Libby applies a knowledge of business dynamics and coaching and facilitation skills to support clients in addressing some of their most pressing challenges. Libby holds a BA from Wellesley College and an MBA from the Yale School of Management. She also holds certifications in several modalities related to executive coaching. Libby has extensive international work experience, and is a native speaker of French and fluent in German.
Ellen Krause-Grosman is the Business Manager for Change Logic. Ellen manages the commercial, marketing and financial affairs of Change Logic, creating a seamless experience of excellence for our clients and associates.
Ellen brings more than 15 years of diverse experience as a consultant, coach, video producer and educator. Ellen has worked with WGBH, Tufts University, and Thrive Coaching. Ellen earned her Masters in Education from the Harvard University and received her Bachelor’s degree from the University of Chicago.
Donna specializes in aligning talent and culture to support organizations strategic growth goals. Donna has over 20 years of experience as an organizational development and human resources executive. She began her corporate career in the financial services sector. At American Savings Bank she led the implementation of large scale technology and training projects.
With over 15 years as Executive Vice President of Human Resources in the Financial Services and Education sectors Donna has been the architect of organizational change initiatives to support business growth. She has led the development of strategic talent management systems to support accelerated growth, facilitated the development and implementation of strategies, organizational designs and culture change needed to meet rapidly changing business demands, as well as building and leading strategic HR functions. Donna has worked closely with CEO’s, executive teams and board members to advise and support the development of their top talent.
Donna received a Bachelor’s of Arts in Psychology and teaching certificate from the University of Washington.
Kevin McCarthy is a consultant whose primary work focuses on exploring how learning dynamics are integral in change efforts; either individual or collective. He has extensive training and experience with adult learning models in post-graduate education. He has trained and studied with William Isaacs and Peter Garrett through the organization Dialogos, Inc., a recognized leader in the theory and practice of dialogue, organizational learning and collective leadership.
Kevin has consulted globally to companies in the technology, health and manufacturing sectors, applying the Tushman & O’Reilly models to achieve lasting change. Kevin has been a faculty member for the Leading Change and Organizational Renewal program at Stanford and Harvard. He leads a program for the American Leadership Forum that brings together a diverse community of business leaders and is Director of Integrative Health and Wellness at Northwestern Health Sciences. Kevin was the Vice President for Education for the Palmer University System.
Kevin is a doctoral student at the Fielding Graduate University and holds a Masters Degree in Organizational Development. Originally trained as a Doctor of Chiropractic with his Masters in Health Professions education from the University of Southern California, Kevin has also trained in health systems performance improvement with the Institute for Healthcare Improvement.
Alexander is a leadership development and organizational change specialist with 11 years proven capability in supporting leaders and leadership teams to improve their ability to implement their agendas and strategies.
Previously Alexander was Director of Leadership, Talent and Learning for Kingfisher Group and before this was Head of Leadership and Talent Development for BT Global Services. Kingfisher Group is Europe’s leading home improvement retailer and the third largest in the world with 75,000 people and $15B of revenue, and BT Global Services is one of the most successful Global IT Network Services organisations with 30,000 people and $12B of revenue.
In these roles, he was responsible for executive development and the design and delivery of programs to support business transformation. He designed the core foundations of these organization’s approaches to leadership development and personally delivered a range of change interventions, development programs and executive coaching. He has established a reputation for helping leaders and executives improve their performance by increasing their personal leadership impact, developing their ability to create effective action in others, and demonstrating successful team and organizational leadership.
Before working with BT, Alexander led his own leadership development practice working with clients in public and private sectors to promote the behaviors necessary to underpin performance improvement. Prior to this he founded and led the learning and development consultancy unit for University College, Chichester. He holds a Bachelor of Education and is certified in a broad range of psychometric tools and methodologies.
Kristin von Donop partners with leaders to achieve strategic change and address seemingly intractable challenges through intentional, constructive dialogue. Her clients include BP, IBM, Microsoft, SAP, the International Rescue Committee, the Judicial Council of California, and the Scottish Government. She’s also worked with diverse audiences as faculty for Harvard University’s Executive Education programs and the Dubai School of Government.
She is known for her ability to engage people at all levels to identify their most significant challenges, generate solutions and exercise the leadership required to successfully implement change. Kristin was a Principal at Cambridge Leadership Associates (CLA), founded by Ron Heifetz and Marty Linsky, faculty at the Harvard’s Kennedy School of Government. She was also a member of the senior management team at Teleos Leadership Institute, with Annie McKee, faculty at Pennsylvania University’s Graduate School of Education, and Frances Johnston, faculty at the Wharton School of Executive Education.
In partnership with Harvard Business School and IBM Corporate Strategy, Kristin facilitated strategic alignment workshops for more than thirteen senior teams at IBM, including emerging businesses and the CEO’s growth initiative. Prior to IBM, she was with Accenture and developed change plans for large scale IT infrastructure implementations.
Kristin completed her MS Organizational Psychology at Rensselaer in Troy, New York and her master’s thesis explored trust in organizations. Her BS in International Business is from Northeastern University in Boston, Massachusetts. She continues her training at the Gestalt International Study Center.
David develops new business processes for interacting with customers and for working more effectively within organizations. He is closely involved in the design and implementation of learning programs. Prior to joining Change Logic, David was a partner at McKinsey and Company, Inc. where he was a member of the firm for 15 years. David has designed and led relationship-building programs for many consulting firms and executive search firms. He has also developed new client management approaches for large professional service organizations and rolled them out nationally. Additionally, he has designed sales training programs and comprehensive sale force restructurings in the United States and Europe and developed systematic approaches to enable companies to sustainably improve their own service quality. At McKinsey, David played a key role in the effort to successfully hire and integrate a diverse group of new consultants, and improve the upward feedback and coaching processes. He has a B.A. from Harvard College and an M.B.A. from Yale University.
Narendra Laljani is a director at Ashridge Business School, a leading international business school in the UK, where he teaches, researches and consults on business strategy. His main interests and expertise include strategic change, the strategic process, innovative growth strategies, and the challenges of building market-focused organizations. He works with senior managers and directors across a range of international organizations and industries. Narendra has worked with many companies such as Carnegie Mellon Bank, Lafarge, Smith & Nephew and Unilever on consulting and executive education projects.
At Ashridge Narendra leads Qualification Programs and the Leading Strategy and Change faculty group. He received his Doctor of Business Administration from Cranfield University and has degrees in economics and management. Prior to joining Ashridge, Narendra worked with the chemical multinational ICI for 15 years in a variety of capacities.
Bridgette specializes in innovative global transformation and change programs. An organizational psychologist, she has over 12 years experience as a strategy and change consultant and human capital specialist, working for some of the world’s most recognized brands in Europe, Asia and the US.
Bridgette started her consulting career at Ernst & Young where she designed and delivered culture change programs. Bridgette then moved to IBM in a Strategy & Change Consulting role for Europe, Middle East & Africa and later for Asia Pacific, where she pioneered organizational change initiatives and architected key aspects of the significant transformation programs at IBM, Volvo, Kodak, Dana Corporation, Proctor & Gamble, Nokia and Deutsche Bank. She has successfully implemented programs ranging from increasing workforce flexibility, leadership empowerment, sales transformation, graduate development, talent management, HR process transformation, centralization and outsourcing. She has developed change programs for as many as 50 different countries. Bridgette has designed technological innovations and implementation frameworks for HR Self service and leadership strategies for business continuity. She is the author of white papers in these fields. Bridgette works closely at the C-level, facilitating strategy execution and coaching executives across a broad range of industries throughout the transformation journey.
Before joining Change Logic, Bridgette was the Asia Pacific Director for a global talent management consulting company and was responsible for building the consulting practice and thought leadership specifically for the emerging Asia Pacific region and implementing change programs at Deutsche Bank, RailCorp and ANZ bank.
Bridgette holds a Bachelor of Arts in Psychology and Economics from the University of Queensland, Australia.
Peter Finkelstein’s expertise is in helping create successful teams and high performance cultures. Peter is a co-founder of Change Logic and now serves his own clients under a license arrangement with the firm. Trained as a psychiatrist, his work as a consultant, team and executive coach unites a keen understanding of personality dynamics as well as the requirements for effective leadership. He specializes in how individuals and groups achieve high levels of coordinated effort required for organizational success. Peter has consulted to companies as diverse as thirty-person start-ups, including many of Silicon Valley’s most talented and successful scientists and entrepreneurs, and Fortune 50 Tech and Pharmaceutical companies.
Peter is Director of Action Learning at the Stanford Graduate School of Business. He teaches on the executive education program Leading Change and Organizational Renewal at both Stanford and Harvard. He also works with Stanford MBAs on the Leadership Development Platform and teaches for the American Leadership Forum. His publications include a weekly column on human issues in the high-tech workplace, a paper on large-group awareness training, and a book on the psychology and sociology of medical training (Sage, 2000). He was previously head of corporate development for CriticalPoint Software, a natural language software company.
Before moving into the corporate world, Peter practiced psychiatry and psychotherapy in Silicon Valley and taught at the Stanford University medical school. Peter was educated at Columbia College, (B.A.) Michigan State University (M.D.), and The Stanford School of Medicine (residency and post-doc).
Adam Kleinbaum is Assistant Professor of Business Administration at the Tuck School of Business. His research focuses on corporate innovation. In particular, he is interested in how large firms successfully create new businesses by combining resources from different parts of the organization. Adam has worked extensively with Professor Michael Tushman and individual work teams on understanding and then implementing change efforts. He has worked with clients in the information technology, manufacturing, electronics, communications, and government sectors.
Adam holds a doctorate in management from the Harvard Business School and graduated with honors from Harvard College. His work has been published in the Harvard Business Review, the Strategic Entrepreneurship Journal and the Academy of Management Learning and Education journal. Prior to his academic career, Adam worked in management consulting and was part of a corporate innovation team at Morgan Stanley.
Carol is a consultant and adviser on strategy, innovation and change for technology and healthcare companies. She was most recently a Managing Director at venture capital firm, Burrill & Company. Before that, she was General Manager for IBM's global Healthcare and Life Sciences business. She led a team in developing the latest information technology solutions and services, establishing partnerships and overseeing IBM investment within the healthcare, pharmaceutical and life sciences markets. In more than 20 years at IBM, Dr. Kovac held a number of executive management positions, including vice president at IBM Research, where she was instrumental in launching the Computational Biology Center and the Blue Gene supercomputer project.
IBM Life Sciences was one of IBM’s original ‘Emerging Business Opportunities.’ She started with only two employees in the year 2000 and successfully grew the unit into a multi-billion dollar business, and one of IBM's most successful ventures to date with more than 1500 employees worldwide.
Dr. Kovac holds a Ph.D. in chemistry from the University of Southern California and a Bachelor of Arts degree from Oberlin College. She sits on the Board of Directors of Research America, Africa Harvest and the Johns Hopkins University School of Nursing Advisory Council. In 2004, Carol had the distinction of being named one of the 50 most powerful women in business by Fortune magazine and won the Scrip 2005 Pharmaceutical Executive of the Year Award.
Wendy Smith is Assistant Professor of Organizational Behavior at the Alfred Lerner School of Business at the University of Delaware. Wendy’s work focuses on how organizational leaders manage strategic paradoxes – simultaneously managing strategies for today and tomorrow, innovation and existing products, financial and social bottom lines.
Wendy has taught at the Wharton School of the University of Pennsylvania, at Harvard University and was recently nominated as Best MBA Teacher at the Alfred Lerner School of Business. Wendy earned her Ph.D. in Organizational Behavior at Harvard Business School. Her research has been published in journals such as Organization Science and Management Science and has presented these ideas to academics at the Academy of Management and Strategic Management Society and practitioners at Project World and the Center for Quality Management’s Executive Roundtables.
Brian Woolf is a consultant providing expertise in the areas of human resources and accelerated change. Brian has worked with clients in the manufacturing, pharmaceuticals, health, information technology and banking sectors. He specializes in enabling leaders and their teams to structure programs of change and achieve tangible results.
Prior to his consulting career, Brian was Director of Human Resources for IBM Sales and Distribution in Europe, Middle East and Africa (EMEA). His responsibility in that role was for human resource policy and practices affecting more than 25,000 employees. During his career at IBM, he held numerous positions spanning many areas of the business — from sales and services to manufacturing, development and corporate functions. Brian’s human resources expertise is comprehensive. Before senior management assignments, he was a lead staff member in compensation and benefits, employee and industrial relations. Brian was a leading member of various internal change efforts at IBM, including those initiated by Lou Gerstner when he joined IBM as CEO. Brian was actively involved in changes related to server and software businesses, segmentation of industry coverage and routes to market via business partners and telesales. Brian is a member of the Chartered Institute of Personnel Development and has lectured at the London School of Economics.