Tal has spent the past decade working closely with organizational leaders and teams to help them achieve successful, effective, and smooth organizational changes. He has led consulting engagements for Fortune 500 companies in the technology, manufacturing, insurance, real estate, media, and non-profit sectors. Tal specializes in Change Management during digital transformations, including strategic planning, leadership and executive alignment, root-cause analysis and problem-solving facilitation, program and project governance, and business process optimization.
Tal’s broad professional history has enriched his understanding of diverse business models, market strategies, and organizational cultures and behavior. His early experience in PR and Communications, Technology Marketing, Project Management, HR Consulting, and Organizational Development led him to his area of expertise today: organizational change management.
Tal holds a master’s degree in Organizational Behavior and Development, and believes in the power of combining a rigorous empirical approach in discovery with a realistic and culture-focused approach in planning and implementation.
In his spare time, Tal enjoys cooking, hiking around the Rockies, practicing martial arts, and spending time with his lovely wife Amie.
Input, Learner, Communication, Relator, Woo
Extraversion, Intuition, Thinking, Judging (ENTJ)
Having worked in a wide range of industries, organizational sizes, and roles, I have had the joy of developing strategic initiatives, but also experienced the pain of seeing some of them falter. As a marketer, I didn’t understand why consumers weren’t engaging with campaigns, as a project manager, I didn’t understand why logical plans were not always progressing as planned, and even as an Operations Director, I didn’t understand why employees were not engaging with performance improvement tools. These efforts didn’t fall short because they were not logical enough, they didn’t fail because projects were not planned well enough, and they didn’t fail because executive leaders were not smart or talented enough – they failed because they did not consider the psychological experience of transformations, or, the people side of change.
I realized that it didn’t matter how clever my marketing campaigns were, how amazing the new technology was, or how logical my project plans were, if key people were not bought into the idea, the change would simply not occur, or not stick. I came to realize that Change Management is a vital catalyst to all organizational change initiatives. I also realized that I was most curious about the psychological journey of change in organizations, and decided to dedicate my career to enabling organizations to not only move smoothly through change, but to be become resilient and thrive during and following change.
The most personally rewarding work I do involves deep-diving into root-causes of recurring challenges and bringing those to light, enabling leaders to reach “a-ha!” moments, and hearing employees say, “We’ve never done it this way before” and then following the transformation, saying, “How did we not do it this way before?!”
It is often said that organizational culture is like a fog — it is all around us; it impacts our ability to see, to move quickly, and to deliver; but we cannot quite put our finger on it. Indeed, some organizations see their culture as a byproduct of operations,...
You’ve probably heard the phrase “Culture eats strategy for breakfast”; in other words, even the best ideas and logical plans are destined to fail if the people involved are not bought in. A 2013 survey of over 2,200 global businesspeople conducted by the Katzenbach...