Select Your Ticket

2026 Conference Registration – $1895
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2026 Conference + Intro to OD (Pre-Conf) – $2244
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2026 Conf + Design Your OD Biz (Pre-Conf) – $2344
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Pre-Conference Workshop – Introduction to the Practice of Organization Design – $349
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Pre-Conference Workshop – Designing Your Own Org Design Business – $449
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2026 Conference Student Registration – $695
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Pre-Conference Workshop – Introduction to the Practice of Organization Design (Student) – $149

Organization design decisions are often made by changing structure and assuming outcomes will improve. Many redesigns fail because those assumptions go untested or rely on a narrow set of readily available data.

This session introduces a practical, test-driven approach that draws on both commonly used data and less familiar but decision-critical data to evaluate design options before committing to change. Participants will see how to move from design ideas to explicit hypotheses, then to safe-to-try tests using data such as cost, headcount, spans, demand, throughput, decision latency, and other indicators of coordination, flow, and constraint.

Using realistic scenarios, the session demonstrates how early-stage models and simulations compare design options side by side. These tests surface trade-offs, unintended consequences, and value impacts across cost, capacity, flow, and outcomes. The focus is on improving decision quality and risk awareness.

Participants will gain

• A repeatable hypothesis-and-test framework that incorporates both readily available and underused organizational data
• Worked examples showing how multiple data types can be combined to model cost, capacity, flow, and value impact
• A practical approach for identifying and expanding the data needed to compare design options with greater confidence

Dean Walsh holds a PhD in Organization Studies with a focus on structural forms, the role of informal structures in decision-making and influence, and the application of social network analysis in organizational assessment. He also earned an MBA with concentrations in management and information systems. As a consultant with more than 20 years of experience, Dean has advised companies on structural design, work and role alignment, team and job design, and governance and operating model alignment, integrating academic training with practical application. Building on this work, he co-founded Orgsure to extend these principles through scalable, data-driven tools that help leaders better understand how work is defined and managed.

Michael Fraser brings a practitioner’s view of how organizations build the capability to use data and modeling well over time. As Head of Customer Success, North America at Orgvue, he works directly with clients and leads teams that help organizations embed org design and workforce analytics into real decision processes.

With more than 15 years of experience across organization design, transformation, and workforce planning in New Zealand, the UK, Europe, and North America, Michael has supported clients in financial services, FMCG, technology, manufacturing, transportation, and the public sector. He is passionate about helping organizations develop lasting capability to do meaningful work more effectively, rather than treating design as a one-time exercise.

Most empowerment efforts fail not because people won’t step up or leaders won’t let go — but because the system was never designed to hold distributed judgment. Autonomy is a two-body problem: it requires simultaneous safety from both parties to the delegation relationship, and you cannot solve it by working on only one side.

This session gives OD practitioners:

• Three laws of organizational autonomy
• A diagnostic reading method for moving from observed behavior to system condition to design intervention
• A working framework — Structural Viability, Personal Viability, Leadership Viability.

Each table works a real problem together through all three lenses. You leave with a completed Decision Container worksheet you can apply independently this week. This session will also explain why AI ROI is failing at scale — and why the fix is identical to the one for human autonomy.

This highly interactive workshop unfolds in three acts:

Part I – Understanding What It Means to Thrive in Complexity
We begin by exploring what it truly means to thrive in complexity, drawing on the research of Jennifer Garvey Berger and Carolyn Coughlin. You’ll be introduced to core ideas and practical tools you can begin using right away.

Part II – Practicing Complexity in Action
Next, you’ll bring these concepts to life through experiential breakout exercises connected to your own work and organization design challenges. Together, we’ll experiment with practices such as noticing mind traps, active experimentation, and even connecting through laughter—yes, laughter. It’s energizing, memorable, and surprisingly powerful.

Part III – Reflecting and Integrating the Learning
We’ll close by reflecting on what we experienced and translating those insights into practical ways to meet real-world life and work complexity with greater creativity, resilience, and confidence.

These practices help shift anxiety and overwhelm into energy and innovation—so we don’t just survive complexity, but truly flourish within it.

The era of ‘plan, design, implement’ is over. Organizations must continuously evolve while preserving what matters. Museums have been doing this for centuries.

Museum practice offers organization designers a unique lens, how do you steward irreplaceable elements while connecting the present to multiple possible futures? This workshop introduces the Futures Triangle—weight of past, push of present, pull of future—and shows how we can transform this tension into methodology.

Through collaborative exhibition design, we’ll build a “Museum of Obsolete Practices” together. You’ll experience how physical, embodied work with objects and space can show, not just tell, stories about organizational change—making transformation visible, discussable, and strategically actionable.

Participants will:

• Diagnose organizational gridlock using the Futures Triangle framework
• Surface hidden assumptions through museum-inspired curation techniques
• Design collective experiences where clients discover their own transformation pathways
• Honor institutional memory while consciously choosing what evolves
• Walk away with a toolkit of templates, scripts, and facilitation method

What if energy were a core design variable? Organization designers work with structure, governance, roles, decision rights, and workflows. Yet even the best-designed organizations struggle when something less visible—but deeply influential—is not considered: energy. Momentum stalls. Change efforts generate fatigue. New structures fail to deliver on their promises. 

Quantum science has declared that everything is energy. Everything on the planet, and the earth itself, all biological and non-biological things are energy. Energy has no beginning or end – it just is. It is the ocean of possibilities in which we are all swimming.

Emerging quantum science makes it increasingly difficult to ignore a central question for our field:  Since organizations are living systems, how might attention to energy fundamentally affect how we design them? 

This session introduces the Shift the Energy at Work approach and explores its application to organization design and implementation. Grounded in empirical methods and systems thinking, the approach treats organizations not as static structures but as continuously evolving human systems shaped by attention, intention, and interaction.

Designed specifically for organization design practitioners—internal and external—this session will explore: 

• • How human and organizational energy shows up in design work, change initiatives, and implementation outcomes 
  • Why traditional design levers alone are often insufficient to produce sustained change
  • How attending to energy can enhance adaptability, coherence, and performance in evolving organizational forms
  • Practical ways to integrate an energy lens into organization design, redesign, and implementation efforts 

Participants will engage in experiential learning and practical reflection, connecting emerging insights from quantum science with the realities of designing organizations in complex, dynamic environments. When organization designers learn to work consciously with energy, design moves beyond structure and process toward conditions that allow organizations—and the people within them—to thrive. Energy may be invisible, but its impact on design outcomes is not. This session offers a powerful, complementary lens for practitioners seeking more effective and humane ways to transform and evolve.

Julia Urbanchuk is the founder of Star Pattern Consulting and an organization development leader and practitioner. For over 25 years, she has held global executive and consulting roles in organization development and talent management across leading companies in the biopharmaceutical, technology, and consumer products industries. She has worked as an internal consultant at Bristol-Myers Squibb, Merck, eBay, and Celgene; and as a small business owner and external OD consultant to life science, technology, and financial services organizations. Julia specializes in diagnosing organizational challenges and opportunities systemically and has led numerous initiatives involving organization design, cross-company transformational change, talent management, and capability building. Julia holds a BA in  communications from Villanova University, an MS in organizational dynamics from the University of  Pennsylvania, and she is a Global Fellow of the Wharton School.

Awilda Borres, MS, PCC, is an accomplished change architect and leader with a proven track record in designing and executing global transformation efforts in Fortune 50 companies and non-profits. Her career spans leadership roles at Bristol-Myers Squibb, Merck, Comcast, Aramark, and Hershey Foods. Currently, Awilda serves as the change lead for Victaulic’s enterprise-wide PMO, guiding complex programs that align organizational vision with operational excellence.

Awilda holds an MS in Human Resources & Industrial Relations from the University of Rhode Island. She holds advanced coaching and change management  certifications, including certified professional coach (PCC) from International Coaching Federation, Gestalt  International Study Center, Prosci, University of Cambridge, and Black Belt (Merck).

In this engaging session, participants will explore:

• • How Colorado’s FAMLI Division moved from start-up intensity to sustained, high-performing operations while serving every worker and employer in the state
  • What it looks like to intentionally design for continuous evolution rather than a one-time “future state” 
  • How to create a living operating model that connects strategy, structure, governance, culture, and communication
  • How decision rights and ways of working were designed to support stability and agility as the organization matured
  • How to move beyond reorgs and redesign cycles 
  • Practical frameworks, mindsets, and design tools participants can apply immediately to organizations transforming while their work continues

Ardis McElhaney is a Senior Manager in Accenture’s Strategy & Consulting practice, where she leads large‑scale public sector transformations focused on service delivery, operational efficiency, and workforce effectiveness. With over 12 years of experience in organization design and change management, Ardis brings deep expertise in operating model design, organizational strategy, and strategic planning. Ardis partners with government agencies, state governments, and higher education institutions to modernize structures, align talent with mission outcomes, and drive sustainable change across complex, multi‑agency environments. Known for her human centered approach to change management and a strong track record of stakeholder alignment, she consistently delivers measurable impact by connecting strategy to execution where it matters most.

We are living through a moment that is putting pressure on every organization, every leader, every team. And most change efforts aren’t built for it. They arrive as directives, skip the conditions that make change stick, and wonder why people disengage.

This session is about something different. Drawing on 20+ years of culture change work and the lessons of the Better Government Movement, 5,000+ public servants across 112 federal agencies, you’ll learn how to read the forces shaping your organization right now and design change that people actually want to be part of.

Drawing on the Three Forces of Change (to locate where your organization’s change energy is actually coming from), Essential Loveable Culture (as the North Star for what you’re building toward), and the Pattern Shift Wheel (to name what’s keeping your organization stuck), you’ll move from recognition to design. You’ll:

• Surface the patterns hiding in your current change efforts
• Map where your organization is truly ready to move
• Design a 30-day experiment you can take back tomorrow using the Experiment Design Canvas
• Walk away with a concrete starter plan and the confidence to design change with people, not for them

This session is ideal for OD practitioners, organizational designers, and leaders who want culture evolution to feel achievable, shared, and deeply felt, not like one more initiative forced on exhausted teams.

In this session, participants will hear how leaders looking toward the future are continually building new organizational capabilities in the face of uncertainty and technological advancements. Rather than redesigning, reorganizing or restructuring – all backward-looking activities – they are looking forward and reinventing strategies and business models. One where they continuously reinvent themselves, morphing with market dynamics, embracing new technology and staying in tune with customer, employee, and societal expectations. We will describe the Seven Features of the Reinventor Organization, and the key organization shifts alongside each:

1. 1. Connected and empowered
   2. Adaptive and scaled
   3. Integrated around outcomes
   4. Automated and augmented
   5. Skills and aspiration driven
   6. Ecosystem powered
   7. Always pursuing performance

Tom Falkowski is Managing Director in Accenture’s Operating Model and Organization Design Group and Global Lead for Op Model and Organization Design Digital Disruption.

Tom consults with CEOs and other senior leaders on their enterprise operating model, helping them to puzzle through the relationship between global business units, global functions, and geographies. More and more those conversations include how data and technology will Impact their operating model and ways of working.

He is a member of Accenture’s Generative AI Center of Excellence with a focus on how data and AI impact talent and organizations and co-author of Accenture’s research on the Tech-Powered Operating Model

Tom brings a unique perspective drawn from his broad business, leadership, and consulting experience. As a business leader, Tom has led sales organizations, product groups, consulting organizations, and international teams. As a consultant, he has partnered with over 150 organizations on a range of topics including organization design and effectiveness, digital disruption, executive and leadership assessment and development, learning and performance strategy and change management/culture change.

Tom is a veteran of the U.S. Air Force and holds a Masters degree in Information Resource Management from the Air Force Institute of Technology and a Bachelors degree in Finance from Boston College.

This plenary session delves into the principles and practices of adaptive systems design, offering participants a front-row seat to strategies that enable organizations to thrive in a rapidly changing world. Through interactive exercises and real-world insights, including a compelling case study of a global transformation, you’ll learn how to:

• Align your organization’s design with strategic goals to drive focus and impact.
• Foster agility to adapt quickly and effectively to changing market demands.
• Implement changes that deliver measurable results and long-term value.
• Gain actionable strategies and tools to help your organization evolve in real time.
• Stay ahead of the curve, whether you’re a leader, consultant, or practitioner navigating complexity.

Rahquel Purcell is a Supply Chain executive with over three decades of experience, known for driving transformative results through consumer-centric innovation. Currently, she serves as L’Oréal’s North America Chief Transformation Officer, where she oversees a vast portfolio of tech-enabled, scaled productivity and digital omni-commerce initiatives across skin, hair, makeup, fragrance and beauty tech categories.

Rahquel’s impressive career includes international work experience in Western Europe, the Middle East, and Africa. She has led global teams across the Luxury Beauty, Consumer Products, Food & Beverage, and Automotive industries, always with an eye for transformation and disruptive innovation.

She began her career at the largest consumer products company, Procter & Gamble, with a 23-year tenure marked by groundbreaking achievements in supply chain, manufacturing, purchasing, and packaging. Her strategic leadership approach propelled significant advancements in across the US and Europe, cementing her reputation as a dynamic change-maker and an inspirational figure in the industry.

Joining L’Oréal in January 2016 as the North America Head of Supply Chain, Rahquel’s leadership and strategic acumen quickly paved her appointment to the executive team, ultimately assuming the position of Chief Operations Officer for North America. In this critical role, she transformed the L’Oréal Supply Chain into a consumer-centric engine for growth. Rahquel sat at the frontline of the pandemic, playing a pivotal role in steering the company’s operations through immense uncertainty. Under her leadership, the business grew 2x the market, showcasing her exceptional ability to improve operational efficiency and consumer engagement.

A leader of head and heart, Rahquel is a passionate advocate for workplace diversity and employee empowerment. Her leadership involvement in various ERGs advocating for women and diverse groups in the workplace underscores a commitment to fostering an inclusive and vibrant corporate culture. Beyond her corporate role, she co-founded @KeepYourKookee, a mother-daughter podcast that elevates intergenerational conversations about relationships and womanhood. Her influence also extends to community engagement, including impactful contributions in her previous roles as a member of the Board of Directors for the Cincinnati Urban League and United Way. She also joined the Board of MSC Industrial Supply in 2023.

Rahquel holds a degree from the University of Michigan and honorary degrees from MIT, Harvard, and CEDEP Business School in Paris. In addition to her professional achievements, she is a proud wife, mother of two, and a caregiver.

Companies are not stable systems, but the demand for constant adaptation carries a real human cost. Whether driven by internal ambition or external pressure, people are continually expected to change what they focus on and how they work. All the while operating within systems and structures that were designed for consistency and predictability. Over time, as the gap between new demand and existing design widens, it becomes increasingly difficult to keep up. In other words, friction begets fatigue.

Drawing on research from over two and a half thousand companies, Evan argues that sustainable adaptive change is not achieved by asking people to be endlessly resilient, but by redesigning the systems around them. This keynote explores how modern organizational design, through structures, governance, funding, and decision-making, can actively carry the burden of continuous change. And from this, enable organizations to move, evolve, and adapt without exhausting the people inside them.

The world of work is changing fast. AI, complexity, and constant change are redefining what it takes to succeed – not just for innovation roles, but for everyone at every level of the organization. In this session, we will explore the identification of the skills employees need to adapt continuously and the specific behaviors that need to be assessed, developed, and rewarded, building on over a decade of Professor Liedtka’s academic
research at UVA’s Darden Business School focused on assessing the particular mindsets and behaviors that make people more adaptive, collaborative, and effective – no matter what role they’re in.

Working with attendees in workshop format, we will identify the aspects of today’s organizations that get in the way of such work and explore how to think creatively about how to design to remove them and better align strategic capability development and In this session, participants will:

• • Familiarize themselves with a decade of Professor Liedtks’s work to identify the skills and behaviors needed for successful continuous adaptation
  • Personally experience the assessment instruments developed in that research
  • Have the opportunity to participate in an interactive dialogue to identify obstacles in current organizational designs
  • Establish design criteria
  • Come away with practical strategies for building an organizational infrastructure for continuous evolution

Join Barry Johnson, creator of the Polarity Map®, in an interactive keynote that reframes polarities from problems to manage into the creative tension that fuels adaptation. Explore how your design preferences influence your work, and learn to map the tensions that define this transformative moment.

Interest in product-based organization design is accelerating rapidly as companies across industries strive to enhance agility, speed, and customer-centric outcomes. This trend is especially pronounced in organizations developing products and services that are becoming increasingly digital or digitally powered. While much attention has been given to designing high-performing product teams, we believe there is an opportunity to scale these principles more broadly across the organization while ensuring that all levers of Jay Galbraith’s Star Model are aligned to support this new way of working.

Yet, we encounter considerable confusion among business stakeholders regarding this topic. The term ‘product-based’ can mean different things to different people, and there are various interpretations of the same concept. So, what does it truly mean to organize around products in this context? Who are these new models best suited for? Furthermore, what are the implications for organization design?

In this presentation, we will explore what ‘product-based’ means from our perspective and experience. As this field is rapidly evolving, we invite you to join us in pressure testing these ideas and refining our collective understanding.

Megan Tyler is Managing Director with Accenture’s strategy and consulting practice – with a specialty in Operating Model and Organisation Design. She has over 30 years of experience partnering with business leaders, to reimagine and optimise their operating models, their organisational architectures, core processes, and ways of working.

In this interactive session we will explore how to create collaborative and facilitated organization design methodologies.

We will briefly trace our journey to create a methodology for systematically engaging clients in successive levels of organization design and share the rationale behind creating adaptive and agile methodologies that put the people first in organization design initiatives. Through interactive discussions we will engage on how thoughtful organization design methodology empowers clients to shape their own futures, engages potentially the whole system in the process, and thus enables sustained lasting change.

Together, we will learn how to enhance practitioners’ organization design work and equip customers to build sustainable organization design practices by building human-centered methodologies.

Dr. Gary Frank is a consultant with more than 40 years of experience. His professional focus is to help people in organizations create high performance work systems using high engagement approaches to strategic planning, organization and process design, organization development, and change management. Gary has consulted with organizations in a variety of industries and market sectors including manufacturing, sales and service, consumer food products, health care, federal government, pharmaceuticals, medical devices, higher education, and law enforcement.

Gary is a partner of Change Xcelerators, LLC. He is the creator of The Change Kit® and the Team Performance Inventory©. He serves as adjunct faculty at the Leeds School of Business at the University of Colorado Boulder.

Gary has presented papers and symposia at the Ecology of Work (US and Europe), Organization Development Network, Organization Design Forum (US and Europe), and the Association for Quality and Participation. His published work appears in The Change Handbook: Group Methods for Changing the Future, People in Charge: Creating Self-Managing Workplaces, Discovering Common Ground, and Large Group Interventions.

Gary earned both his Ph.D. and MPA from University of Colorado.  He received a BA at Ohio University.

In this engaging 90-minute session we will explore,

• How post-covid organization’s challenges were diagnosed and a new strategy created to grow beyond traditional motorcycle sales
• The systematic approach to organizational design, including how the team crafted a strategic FROM-TO, design principles, and critical capabilities needed to deliver on the new strategy
• Practical methods for translating strategy and design principles into a new organizational structure and ways of working that enable high performance
• Specific leadership practices that transformed employee engagement from lowest to highest in the company, including approaches to active leadership alignment and engagement & transparent communication
• Real-world examples of how the organization navigated significant market challenges while maintaining focus on both strategic execution and team member engagement
• Key insights on sequencing and pacing organizational change, balancing structural shifts with cultural evolution to maintain business momentum
• Actionable lessons learned and practical takeaways that you can apply to your own organizational transformation efforts

Taylor Ziegler, Human Resources Leader at Harley-Davidson, played a pivotal role in shaping the workforce culture at Harley-Davidson, one of the most iconic Motorcycle brands in the world. As an HR leader, Taylor led key initiatives in talent acquisition, leadership development, and organizational strategy, ensuring that Harley-Davidson remains not only a leader in the industry but also an employer of choice.

Throughout her career, Taylor has been passionate about fostering a culture of impactful change and employee development; by driving business initiatives that prioritize business strategy, talent development, & employee growth.  She is known for her strategic mindset, people-first approach, and commitment to the business by creating high performing teams.

Taylor holds a BA in Marketing & Human Recourse Management, from the University of Wisconsin Milwaukee. Continuously dedicated to evolving & advancing HR practices, embracing new technologies, and being a champion for the business and workforce.

In the pursuit of continued revenue and rapid market expansion, many of us have endured common design, change, and talent dilemmas. We will share example scenarios, ‘solutions’, and pitfalls from high-velocity growth clients, with a particular focus on…

• Aligning the Executive Team on the need for change and the new operating model vision
• When company culture becomes a growth-limiting factor
• Translating the business strategy and new operating model into actionable talent implications

Session participants will explore pragmatic, human-centered frameworks and tools, and will have the opportunity to practice applying them through a small group exercise.

Achieving the extraordinary often requires that people work together in new, unfamiliar ways. These new skills and behaviors don’t magically appear; they require focused and intentional practice to develop and master. 

Through a collaborative and interactive format, participants will explore the critical role of creating space for practice when activating a new organization design. Drawing inspiration from other practice-intensive disciplines, the session will demonstrate how structured practice can accelerate activation by building confidence, strengthening collaboration, and fostering innovation. 

Participants will have the opportunity to co-create and exchange knowledge, highlighting the power of relationships in shaping successful organizations.

The whiplash of short-term market chaos, evolving customer demands, fractured supply chains, and volatile operational capabilities pose a serious risk to businesses that fail to adapt.

This experiential session challenges participants to rethink organizational design using a ‘tear down to build up’ approach. Many organizations attempt to create human-centered workplaces but still rely on outdated ‘best practices’ designed for a more predictable and stable world. These practices, while once effective, are no longer sufficient in an era of exponential disruption.

Through interactive exercises and real-world examples, participants will gain actionable insights to dismantle barriers and build more flexible, human-centered organizations for today’s complex environment.

Brad Clark is a Partner of Organization & Talent at Navigate Corporation. He brings over 20 years of experience in Organization Development, helping companies of all shapes, sizes and industries challenge the traditional design principles that just aren’t working in today’s ever-changing markets. In addition to leading Navigate’s Organization & Talent Practice, Brad is a professor at the University of Cincinnati where he teaches Masters of Psychology students on the principles and practices of Organization Development, Design and Change.

Decision-making is a fundamental part of every aspect of organizational life, yet the methods we use are often unexamined. This leads to slow, inefficient processes that hinder progress and rarely produce optimal outcomes.

In this practical workshop, August partner Mike Arauz and Pivot Energy CEO, Tom Hunt illuminate challenges in organizational decision-making and share a simple, intuitive framework that will help your team make better, faster and more inclusive decisions. 

Using examples and outcomes from Pivot Energy’s recent decision-making transformation, Mike and Tom will share examples from their proven toolkit and provide opportunities for you to apply these practices to your own scenarios.

Participants will learn…

• Why RACI doesn’t work, and what to use instead
• The 3 fundamental mindset shifts needed for Empowered Decision Making
• How to choose a Decision Owner
• Who to include in a Stakeholder Map
• How to ditch consensus in favor of “Safe to Try”
• A toolkit of Empowered Decision Making practices to try right away with your teams

Tom Hunt is the CEO of Pivot Energy, where he has overseen the organization’s rapid growth and strategic expansion within the complex, high-impact world of renewable energy. He is a vocal advocate for empowered decision making as a lever for meaningful impact and healthy company cultures. Prior to joining Pivot, he served as Senior VP of Corporate Development at Clean Energy Collective and Senior Policy Advisor at the Colorado Governor’s Energy Office. In these roles he has overseen construction and operations of solar projects, created multiple state markets for community solar, and initiated significant investment in electric vehicle charging stations. He has an undergraduate degree in biochemistry and has earned two graduate degrees in energy economics.

Participants will explore how these relational approaches foster organizations that are connected, adaptive, and truly human-centered. Through case examples, interactive exercises, and collaborative learning, we offer techniques to help organization designers support structures that reflect the complexity and interdependence of their systems. Whether you are designing for startups or large-scale organizations, we hope to empower you to add people at the core.

In this interactive workshop, we will learn with and from each other.

Participants will:

• learn about polarities as energy systems inherent in us, our teams, our organizations, and our broader business ecosystem, and explore how they work for us and against us
• identify key polarities at play in their own / their client organizations.
• practice mapping how the tensions of these polarities are playing out and impacting those organizations
• identify high leverage design choices for optimizing flow
• Leave with tools for seeing, mapping, and leveraging polarities that they can take into their work with their organizations / clients.

AI is not just a disruptor—it’s the catalyst for a wave of continuous transformation. As organizations navigate the complexities of human-machine collaboration, adaptability becomes the defining characteristic of success. But what does it take to become truly adaptive?

In this interactive session, we’ll explore Slalom’s Adaptive Organization Framework, a holistic approach to embedding resilience, continuous learning, and future-focused leadership across your organization. We’ll dive into the Adaptive Quotient (SHIFT AQ), a groundbreaking tool designed to measure and enhance adaptability at both the organizational and individual levels.

Participants will leave with practical insights and tools, including a self-assessment to evaluate their organization’s adaptability and concrete strategies to foster an adaptive culture. Join us to gain the mindset, skillset, and toolkit needed to thrive in a future of unrelenting change.

Tamarah Usher is a recognized leader in technology strategy and AI innovation, with more than 20 years of experience shaping transformative solutions. At Slalom, she leads generative AI initiatives, helping organizations leverage cutting-edge technologies to drive growth and innovation. Tamarah’s expertise lies in bridging foresight and execution, delivering AI-enabled strategies that create measurable impact. Named an AI Innovation Leader by Consulting Magazine in 2024, Tamarah is a forward-thinking strategist known for her ability to guide organizations through the complexities of the AI era. Learn more about Tamarah on LinkedIn.

As OD professionals, we understand the value of both organizational design and workforce planning. In practice, however, it is often seen as two separate disciplines and implemented as such. This session will demonstrate the importance of integrating both through Organization Planning & Analysis (OP&A).

Participants will gain practical tools and learn how to break down work performed, identify root cause, design roles, and aggregate demand to better position modeling and org design.

Kristie Tran is Director – Professional Services, North America at Orgvue. Kristie has dedicated her career to supporting organizations on their unique transformation journeys. She is Prosci change management certified and has a background in management consulting at EY, based in New York, NY, and Calgary, AB. Throughout her career, Kristie has worked with a variety of Fortune 500 companies across different industries, guiding them through mergers and acquisitions and large-scale transformations.

Currently, Kristie leads the Professional Services team in North America at Orgvue. Her team empowers clients with technology to support their transformation needs, focusing on understanding their current governance and processes to enable them with an Org Design and Workforce Planning tool.

Kristie firmly believes that sustaining and growing an organization requires keeping humans at the center of it all.

Organization design is well used in the corporate sector but infrequently undertaken by nonprofit and other social impact organizations. This session seeks to bridge the gap between organization design’s vast experience in the corporate world and the potential for more application to the social impact space. We will examine what is the same and different about working in social impact and how to augment our familiar models and methods for this specific sector. We will also introduce some new approaches, drawing on a live (in process!) case study of a full organization strategy and design project for a small corporate foundation, as well as many other social impact org design initiatives to show how our field can strengthen these organizations. In translating our tools and developing new ones for a new(ish) and underserved sector for organization design, we are working to expand the practice to help those doing good in the world do it better.