for over 30 years, tom has been
actively involved in virtually all aspects of strategic organizational
development, management and marketing. he began his career as a
marketing manager with mcdonald's systems inc. he has owned and
operated five restaurants in the san francisco bay area. he has
also served as a senior officer with rosenfeld, sirowitz and lawson,
advertising inc. (new york), steak 'n' shake restaurants, and elaine
powers fitness centers.
his practice focuses on strategic
organizational development. he helps senior management identify
the need for organizational change and implement it. he also helps
with corporate strategic planning; marketing plans, management development
programs, team building and internal communications.
some of his recent and current client
- assessment of internal communications
plan for the u.s. postal service
- team building for a cellular
- strategic needs assessment for
a a risk management and benefits consulting firm
- acquisition implementation for
a privately held investment firm
- strategic planning, management
development and team building for the city of south bend, indiana
- strategic planning for a consumer
products manufacturing company
- strategic planning and succession
planning for a computer consulting firm
- management team building for
a law firm.
- strategic planning for a wholesale
- strategic planning and executive
recruiting for a consulting engineering firm
- management development and employee
turnover reduction for a franchised chain of fitness centers strategic
planning for an architectural design firm
- strategic planning for a publishing
- summit group associates, ltd.,
strategic alliance of management consultants,� founder/president
- metropolitan milwaukee association
of commerce ceo round table
- milwaukee athletic club board
of directors�chair and� membership development committee
- registered by the state of wisconsin
as an executive recruiter
- frequent presenter for ceo groups
on goal setting and management development
tom�s 10 tips on how ceos can
bring about strategic change within organizations:
decide if you are willing to change your role, responsibilities
and position in your organization. consider what this will mean
to you on a personal level. you must do this before you contemplate
going any further.
get an outside, impartial, independent assessment of your
gather a group that you respect and trust to put together
the change plan, and follow up weekly on the status of the plan.
remember that control is an illusion. people will follow
you because they want to, not because they have to.
make sure that everyone in the organization understands your
make sure your compensation plan rewards employees for doing
things that help you to achieve the organizations mission.
hire only people whose values are consistent with yours.
be aware of the danger signs that suggest the need for change:
- you aren�t excited about going
- high employee turn over rate
- politicized groups warring within
- consistent failure to meet financial
or operational objectives
get an impartial assessment of your customers� satisfaction
with your product and service and react to it.
tom beug on the biggest change
in the consulting business in the last 10 years:
"the personal computer,
coupled with the internet, has made it possible for relatively small
companies like the summit group to compete with the giants. things
are moving a lot faster. our clients need to quickly respond to
the needs of their employees and customers.� and they expect us
to react to their needs quicker than ever."