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07 November, 2014 | (01 hr)

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How do your people react to the relentless pressure of change? Often, they resist—and, thus, executives must work to help people adapt. Unfortunately, leaders too often only react to resistance as it happens, at which point it’s sometimes too late. What if, instead, you could predict which employees might be especially resistant to change and could take action preemptively? This session reviews a case study of an enterprise-wide ERP project in which individual resistance was measured and successfully managed. We will discuss how predictive data helped senior leadership actively support the change, and how the change team predicted pockets of employee morale issues. We will also review the change profile prepared for each individual.


Paul O’Keeffe

Paul O’Keeffe
Senior Principal, Talent and Organizational Development
Accenture Talent & Organization

Mr. O’Keeffe is a Senior Principal in the Talent & Organization group in Accenture Strategy, specializing in organization change, talent management and business readiness. Mr. O’Keeffe has over 18 years of experience, and currently leads the team which delivers change measurement ...Full Bio

Meg Gottemoeller

Meg Gottemoeller (Moderator)
Senior Fellow, Human Capital
The Conference Board

Meg Gottemoeller is a Senior Fellow, Human Capital at The Conference Board. In this role, Meg supports the Human Capital Practice which includes The Conference Board Human Capital Exchange™, research, conferences, webcasts and programs in a broad spectrum of h...Full Bio

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