Organization Change
Strategic Planning

Philip S. Heller

Philip S. Heller

  • Assisted National Marine Fisheries Service science center directors, 60-staff division and national program researchers to create 5-year service/science plans while developing team standards for cooperation.
  • Supported cross-functional labor-management and leadership teams from several regional wastewater treatment facilities to recommend, plan and implement changes in shift schedules, staffing levels, job roles and tasks.
  • Helped State Information Technology managers to shift their thinking to enterprise-wide coordination, form cross-program teams and use staff meetings for strategic decision making rather than information sharing.
  • Designed, led stakeholder meetings for the National Geodetic around Washington state for input to state-wide planning to modernize land survey standards and data collection methods.
  • Helped electric public utility division leadership create 5 year strategic plan to downsize and reorganize division with all-staff involvement. After kick-off conference with senior political staff, task force developed future visions, and unit level planning with career assistance workshops. Division was 2 years ahead of department in meeting downsizing goals with staff engagement.
  • Designed survey, feedback, change conference and follow-up skill building with NW Region United States Public Health Service to help grant auditors align with new service consulting role for NW community clinics.
  • Consulted with a city department of transportation leadership team to establish customer service initiative. The process included leadership sponsorship and definition of outcomes, co-facilitation with internals for employee feedback and training sessions and change practices tied to performance measures.
  • Assessed the impact and results of 5 year region-wide training program targeted for all Federal Aviation Administration managers in the region. The assessment used inventories and structured interviews to compare participant and non-participant groups of managers. Recommendations were provided; senior leadership team was able to decide next steps based on hard data.
Developing the Talent for Successful Change
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