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The Denison eWorkshop

Our webinar series promises to be fast, fun and friendly – discussing issues relevant to your business right now! The series highlights business topics such as mergers and acquisitions, transformations and turnarounds, culture change and leadership development, bringing exciting cases from clients and practitioners in the field.

Upcoming Webinars

Webinars Library

  1. iCulture: Understanding the Link Between Culture and Innovation

    What does a culture of innovation look like? Join Tim Kuppler, Lindsey Kotrba, and Ia Ko as they explore innovation at Apple, named the world’s most innovative company by Business week (1st), Fast Company (1st), and Forbes (5th). How does Apple do it? Through taking a look at what is known about Apple, they will discuss how many of their approaches may be tied back to a model of organizational culture. Their discussion will show where Apple’s best practices fit and where they break the mold. They will also highlight some recent Denison research investigating the cultural drivers of innovation among organizations from a wide range of industries. Join us and learn more about how to drive a culture of innovation in your organization. 

     

    View the recorded webinar at: https://www1.gotomeeting.com/register/225788584


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  2. SERS Ohio - Building a Change-Ready Culture

    The School Employment Retirement System of Ohio (SERS), www.ohsers.org, manages retirement contributions, pensions, health care coverage, retirement, and other benefits for more than 190,000 non-teaching public school employees and retirees.
    Founded in 1937, the organization manages more than $9 billion in assets for its members. Despite its success in serving its members, the organization did not always serve its internal staff as effectively. Recognizing the changing world around them would demand adaptability for the future, SERS set out to build a “Change-Ready Culture”. When SERS’ employees first completed the Denison Organizational Culture Survey in 2006, their results resembled the proverbial “donut of doom”. When resurveyed in 2009, the results were incredibly different -- averaging 60 percentile point increases in each quadrant of the survey. Join us for our next Webinar featuring Lisa Morris, Executive Director at SERS, as she shares the process her organization used to transform their top-down management style into bottom-up, and how this is driving their journey for leadership and culture transformation.


    Lisa Morris, Executive Director, SERS of Ohio

    Lisa Morris was named Executive Director of the School Employees Retirement System of Ohio (SERS) in October, 2010, after six years as SERS’ Deputy Executive Director. With this appointment, Morris becomes just the sixth Executive Director since the System's founding in 1937. Her duties include maintaining external relations with the legislature, the governor's office, advocacy groups, member employers, active members, and retirees, as well as managing the plan's day-to-day operations under the direction of the Retirement Board. In addition, she will oversee the administration of SERS' Member Services, Health Care Services, Finance, Information Technology, Administrative Services, and Executive Services.

     


     


     


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  3. A Culture in Transformation: Blue Cross Blue Shield of North Carolina

    Blue Cross and Blue Shield of North Carolina is a leader in delivering innovative health care products, services and information to more than 3.7 million members, including approximately 900,000 served on behalf of other Blue Plans. For 77 years, the company has served its customers by offering health insurance at a competitive price and has served the people of North Carolina through support of community organizations, programs and events that promote good health. Blue Cross and Blue Shield of North Carolina is an independent licensee of the Blue Cross and Blue Shield Association. In recent years, however, rising healthcare costs, changing legislation and economic pressures have challenged BCBSNC to redefine their business strategy to meet these changing demands. Coupled with internal leadership changes at the CEO and Senior levels, BCBSNC set out transform their organization to be better and stronger in the current business environment. Join us for our next Webinar featuring Fara M. Palumbo, Senior Vice President and Chief Human Resources Officer of BCBSNC as she talks about the journey the organization has taken and their plans for the future.



    Live Webinar: September 1st, 2011 - 11:00 am - 12:00 pm EDT
    Recorded version of the webinar:
    https://www1.gotomeeting.com/register/834655129

     

     About the Speaker

     Fara M. Palumbo, Senior Vice President and Chief Human Resources Officer

     

    Fara Palumbo is the senior vice president and chief human resources officer for BCBSNC. She is responsible for aligning the company’s Human Resources strategy with its business strategy and culture. She oversees the company’s strategies on Diversity, Workforce Planning, Organization Development and Effectiveness, Compensation, Benefits and Wellness, and Employee Relations. She also provides senior leadership on the company’s corporate university which has won national recognition by the American Society of Training and Development. During her tenure with BCBSNC, Palumbo led the repositioning of the company’s employment brand and was the primary driver behind the company’s major life/work initiatives, including the design, development and implementation of a backup childcare center – the first backup center in North Carolina. Many of these programs and facilities were fundamental to the company’s employment offer and positioned them to qualify for Working Mother 100 Best Companies each year since 2007.

     

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  4. Overhead Door: Successfully Merging Rival Cultures

    The Overhead Door Company (ODC) made a successful acquisition of one of its arch-rivals. The two companies had competed ferociously in the marketplace and had different operating models and styles, one being owned by a publicly-traded Japanese company, and the other a family-owned entrepreneurial company. Yet, the deal has been a great success due in part to the emphasis ODC placed on assessing the respective cultures and putting detailed action plans in place immediately after close to close gaps and bring the cultures together. Ken Mahlke, VP of Human Resources, will share insights on how, working the Keystone Group, ODC incorporated the Denison tools into the integration process.


    View the archived webinar ( Playing time 1hr (Windows media format):
    View the webinar slides (Adobe pdf format)


     

    About our Speakers:

    Ken Mahlke*, VP of HR Overhead Door Corporation

    *(Speaker at the Denison Best Practices Forum)


    Ken Mahlke is the Vice President of Human Resources for Overhead Door Corporation. He is an accomplished executive with a track record for partnering with leadership teams in global organizations to create a brand and culture that embraces change and develops and retains powerful employees. Ken holds degrees from Butler University and Northern Illinois University. Ken recently headed up the successful cultural integration effort of Overhead Door and Wayne Dalton – two leading competitors in the residential, commercial and industrial garage door market.

     

    Jeff Alvis, Director, Keystone Group

    Jeff Alvis is a Director with the Keystone Group, leading operational due diligence, integration planning and post-close execution efforts for manufacturing and distribution clients. Jeff has worked on domestic and international deals ranging from $10MM to $8B, across various industries, helping clients achieve seamless transitions and accelerated synergy capture. Prior to joining Keystone, Jeff was a division president at Leggett & Platt and held leadership positions at Lante Corporation and Dun & Bradstreet, serving as vice president of corporate development. Jeff holds a BA degree from Tulane University and an MBA from Northern Illinois University.

     

     

     

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  5. Culture Change at Avaya: Creating Conversations for the Future

    Avaya is the global business communications expert delivering open and flexible communication systems. Those systems transform the way people collaborate to enhance performance and enable growth for companies small to large. In 2008, Avaya conducted a detailed examination of their corporate culture and found that their current culture was firmly rooted in the cultures of their corporate “parents”, AT&T and Lucent. Counterproductive behaviors that were carried over from these cultures were not conducive to generate the business results Avaya needed to be successful in the future, namely revenue- and market-share growth and margin improvement. Join Roger Gaston, Senior Vice President of Human Resources, and Steve Fitzgerald, Vice President of Human Resources, to learn about the steps Avaya took to create a culture of success and lead them to a sustainable future.

    View the recorded webinar

     

    About our Speakers

    Roger Gaston, SVP, HR Avaya

    Roger Gaston joined Avaya in 2006 as Senior Vice President of Human Resources and is a member of the Avaya Executive Council. He is located at Avaya’s corporate headquarters in Basking Ridge, NJ. Privately held since 2007, Avaya is a global leader in intelligent communications and has approximately 19,000 employees globally, located in over 50 countries. Avaya has over 1 million customers, including over 90% of the Fortune 500®.

     

    Steve Fitzgerald, VP, HR Avaya

    Steve Fitzgerald is currently Vice President, Human Resources at Avaya. He leads the Workforce Planning, HR M&A, Leadership Development, Talent Management, Shared Services, internal consulting, and rest of Avaya’s Organizational Effectiveness practice. Steve has also led the Compensation and Benefits function for Avaya. Prior to his current role at Avaya, Steve was the SVP, Human Resources, at Vail Resorts, where he led the HR function at one of the premier hospitality companies in the world. He has also held senior positions at Sun Microsystems, StorageTek, and Ford Motor Company.

     

     

     

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  6. Lessons From Healthcare and Higher Education: Changing Culture and the Role of Leadership


    The University of North Texas Health Science Center, a state institution, finds itself situated between two distinct verticals as a provider of graduate degrees and delivering healthcare services in their community. As such, they face some unique challenges from both increased competition for students as well as increased competition in the healthcare market; declining reimbursement for healthcare; new models for research funding and declining federal funding for research. All of these challenges positioned them to take some pivotal changes in their organization and their culture in order to face the changing demands of their business environment. Dr. Thomas Fairchild, Vice President of the Office of Strategy and Measurement, has been at the forefront of that culture transformation. Join us in our upcoming webinar to find out how the UNTHSC embraced the concepts of Transparency, Accountability, and Communication to unfreeze the old culture and “refreeze” a new, more effective, culture to help UNTHSC realize their vision of becoming a Top Ten Health Science Center.

     

    View the Recorded Webinar
     https://www1.gotomeeting.com/register/619061336


     

    About our Speaker:

    Dr. Thomas Fairchild, VP, University of North Texas, Health Science Center

     

    Dr. Thomas J. Fairchild is the Vice President for the Office of Strategy and Measurement. He received his B.S. in management and his M.A. in sociology from Wayne State University. He completed his Ph.D. in sociology with a specialization in aging from Wayne State University. As Vice President for the Office of Strategy and Measurement he is responsible for establishing and maintaining an effective strategic planning process and developing performance improvement initiatives across the institution. Dr. Fairchild is the Co-PI for the state funded Texas Alzheimer’s Research Consortium (TARC) at UNTHSC. TARC is collaboration between five of the state’s leading medical research institutions to improve early diagnosis, treatment, and prevention of Alzheimer’s disease.


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  7. Culture and Change Readiness at Adventist Health System

    Computerized Provider Order Entry or CPOE implementation represents one of the most sweeping changes hospitals and clinics have seen in their overall organizational systems and workflow in decades. Getting it right is critical.

    Dr. Philip A. Smith, MD and CMIO at Adventist Health System, has found a process to help hospitals effectively implement CPOE. Since 2009, the Adventist Health System has embarked on an effort to implement CPOE systems in each of their 43 hospitals around the country. By understanding and addressing the culture of the hospital, Smith, along with the hospital’s leadership team, create an action plan that lays the groundwork for a successful CPOE implementation.

    View the Recorded Webinar

    Culture and Change Readiness at Adventist Health (presentation slides)
     

     

    About our Speaker

    Dr. Philip Smith, MD, CMIO, Adventist Health System

    Philip A. Smith, MD, FAAFP, is Corporate VP and Chief Medical Information Officer (CMIO) for the Adventist Health System as well as for AHS-Information Services. Phil has led the vision and design for a commoditized rollout of CPOE across the health system. He served as Vice President, Chief Medical Officer at Florida Hospital Zephyrhills for four years. Prior to joining AHS in September 2003, Dr. Smith had served as a clinical advisor to the AHS iConnect (Multi-hospital EMR/CPOE) Project as Physician Executive for Cerner Corporation. While at Cerner Corporation, he helped numerous hospitals and large healthcare networks implement clinical information systems including CPOE (Computerized Physician Order Entry).


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