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Integrated performance improvement managing change across process, technology, and culture

2004; Wiley; Volume: 43; Issue: 10 Linguagem: Inglês

10.1002/pfi.4140431007

1930-8272

Martin Marquardt, Kevin Smith, Jesse L. Brooks,

Information Technology Governance and Strategy

Performance ImprovementVolume 43, Issue 10 p. 23-26 Article Integrated performance improvement managing change across process, technology, and culture Martin Marquardt, Martin Marquardt Martin Marquardt is a co-owner and president of the consulting and training company Tosan, Inc. He specializes in managing large systems change in business, industry, and government. Over the past 20 years he has focused on helping organizations manage systemic change, including clarifying strategic directions and management policies, structural redesign, culture change, leadership assessment and development, employee involvement, and development and diversity training. Martin may be reached at [email protected].Search for more papers by this authorKevin Smith, Kevin Smith Kevin Smith is the senior director of strategy for the consulting and training company Tosan, Inc. He manages the business development, marketing, and public affairs of this performance improvement consulting firm. Kevin's professional background stems from strategic internal and marketing communications in high-tech and professional services as well as corporate communications and internal branding. He may be reached at [email protected].Search for more papers by this authorJesse L. Brooks, Jesse L. Brooks Jesse L. Brooks, III, is an organizational change and transformation consultant helping individuals, groups and organizations create and achieve purposeful, satisfying, and inspiring strategies for success. He has more than 20 years of business experience with major corporations, having held a variety of positions in education, training, human resources, sales, marketing, and general management. Jesse holds a master's degree in Organizational Development from American University NTL. He may be reached at [email protected].Search for more papers by this author Martin Marquardt, Martin Marquardt Martin Marquardt is a co-owner and president of the consulting and training company Tosan, Inc. He specializes in managing large systems change in business, industry, and government. Over the past 20 years he has focused on helping organizations manage systemic change, including clarifying strategic directions and management policies, structural redesign, culture change, leadership assessment and development, employee involvement, and development and diversity training. Martin may be reached at [email protected].Search for more papers by this authorKevin Smith, Kevin Smith Kevin Smith is the senior director of strategy for the consulting and training company Tosan, Inc. He manages the business development, marketing, and public affairs of this performance improvement consulting firm. Kevin's professional background stems from strategic internal and marketing communications in high-tech and professional services as well as corporate communications and internal branding. He may be reached at [email protected].Search for more papers by this authorJesse L. Brooks, Jesse L. Brooks Jesse L. Brooks, III, is an organizational change and transformation consultant helping individuals, groups and organizations create and achieve purposeful, satisfying, and inspiring strategies for success. He has more than 20 years of business experience with major corporations, having held a variety of positions in education, training, human resources, sales, marketing, and general management. Jesse holds a master's degree in Organizational Development from American University NTL. He may be reached at [email protected].Search for more papers by this author First published: 09 February 2007 https://doi.org/10.1002/pfi.4140431007Citations: 6 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onEmailFacebookTwitterLinkedInRedditWechat References Denison, D. R. (1984). Bringing corporate culture to the bottom line. Organizational Dynamics, 13(2), 4–22. 10.1016/0090-2616(84)90015-9 CASPubMedWeb of Science®Google Scholar Dohm, A. (July, 2000). Gauging the labor force effects of retiring Baby-Boomers. Monthly Labor Review. Google Scholar Eckes, G. 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