Tom Devane

Tom Devane helps clients achieve rapid, dramatic, and sustainable improvements resulting from increased employee engagement and contemporary leadership practices. Prior to joining Energage as VP of Consulting Tom founded and operated his own consulting company for 25 years. Before that he held leadership positions in Big Six Consulting and at an alternative energy firm that was purchased by ConocoPhillips. His evolution from a technical practitioner to global thought leader and practitioner in culture shaping has been a gradual process that has enabled him to combine “hard” and “soft” aspects of performance as he helped numerous organizations in their transformation efforts. For example, in Microsoft’s early exponential growth years he worked with four divisions of Microsoft Corporation on strategy development and deployment, culture shaping, and process improvement. He also had the extraordinary privilege of being selected by the government of South Africa to assist in the dismantling of apartheid. In his latest large-scale transformation, Tom helped the biopharmaceuticals division of a global pharma company reshape their culture from a research and development mindset to a commercial operations mindset as they successfully transformed from an organization that had zero revenues to one with over $1 billion annual sales within 18 months. Beyond those experiences, Tom has worked in a variety of industries including healthcare, life sciences, financial services, and high-tech manufacturing. Tom is the co-author and co-editor of The Change Handbook (Berrett-Koehler, 1999, 2007) and is the author of Integrating Lean Six Sigma and High-Performance Organizations (Wiley & Sons, 2003). Tom has spoken for the American Management Association, LINKAGE, and The Organization Development Network.

A Checklist for Organizational Change

The Sustainability of Results: Part III I had hoped I could boil down all the best global practices for organizational change sustainability into eight (or so) pithy points that would fit on a small laminated card. But after extensive research, input from the 95 contributing authors, and personal experiences, it’s just not possible. So here […]

The Sustainability of Results: Part II

Six Factors that Work Against Sustainable Solutions In a perfect world, organizations would address sustainability problems before they occur—and design conditions for sustainability from the beginning of an improvement effort. But as a senior vice president once said to me: Tom, I live in the real world where those preventive conditions just aren’t always possible. […]

Six Hard Facts Every CEO Needs to Know About Employee Engagement

by | January 29, 2016 | Employee Engagement, Retention

Part I: Disengaged Employees Cost You Money The war on talent. Lean organizations. Fierce competition. If you’re like most CEOs, you’re well aware of the challenges facing your business. You’ve tried quality. You’ve tried Lean Six Sigma. But in today’s environment, there’s only one sustainable competitive advantage. Employee engagement. Let’s start with a definition of […]

The Sustainability of Results: Part I

by | November 14, 2015 | Sustainability

Evidence of Sustainable Change All too often when a large-scale change effort is nearing its end, some bright-eyed change agent asks, “What shall we do about sustainability of this effort?” It’s a great question to ask; it’s just the wrong time to ask it. Research supports this. Studies show up to 70% of all change […]