Presentation:

"Enterprise Change Management: Making Progress and Lessons Learned"

We know the fundamentals of change management and have a good idea of what the benefits can be to the various projects in an organization. Many of us have practical experience, from working hard just to get change management as a function included on projects, to realizing the business outcomes and ROI because of change management.

So now what? How can change management get invited to the project party earlier? What can be done to increase the change management competency across an organization? How can we use Best Practices as a tool for internal data? What does it really take to scale the maturity model? Explore these and other concepts as we examine the lessons learned and challenges going forward with a government power marketing and transmission agency.

Biography:

Karl Hunrick has held a wide range of occupations over time. He was a Shipping & Receiving Foreman for a steel fabricating plant, the Operations & Logistics Manager for a regional intermodal transportation and warehouse company, a Director of Operating Services for a steamship company, a Director of Labor Relations for a regional public transit company, a Sr. HR Specialist and Project Manager for a high tech manufacturer, and was the owner of Neutrals, Inc, a conflict management consulting firm. Karl currently manages the Change Management program at Bonneville Power Administration as an internal Organizational Effectiveness Consultant.

Karl attended Prosci's public Change Management Certification in September, 2007, and their Enterprise Change Management (ECM) Summit in 2008. Karl was certified at Prosci's first U.S. Train-the-trainer certification held in Loveland, CO in 2009, and their first Advanced Change Management Certification course in November 2009. He is working toward his Prosci Certified Instructor designation. Karl holds a B.S. in Human Development, an M.A. in Organizational Management, and is a certified Senior Professional in Human Resources (SPHR).

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