Clipper Performance Solutions Memberships, Affiliations and Colleagues American Society for Quality http://www.asq.org/index.html “ASQ is the world’s leading membership organization devoted to quality. We have the knowledge, tools, expertise and resources to inspire you and your organization.” Best Practices Institute (BPI) https://bestpracticeinstitute.org/ “BPI is a community of leaders dedicated to pioneering and sharing best practices. They produce board meetings, site visits, benchmarking, analysis, research publications and a knowledge and certification portal for its members.” BPM Institute http://www.bpminstitute.org/index.php “BPM Institute is a peer-to-peer exchange for business process management professionals that focuses on education and peer exchange and leveraging the collective knowledge of our members, industry Thought Leaders and experienced practitioners. Our mission is to facilitate knowledge sharing amongst BPM professionals and providing insight to the latest development and advancements through real-world case studies.” Bridgestar https://www.bridgestar.org/default.aspx "Bridgestar, an initiative of the Bridgespan Group, is a nonprofit organization providing talent-matching services, content, and tools designed to help organizations build strong leadership teams and individuals pursue career paths as nonprofit leaders.” Center for Creative Leadership http://www.ccl.org/leadership/index.aspx “We are an internationally recognized resource for understanding and expanding the leadership capabilities of individuals and organizations. Our mission is to advance the understanding, practice and development of leadership for the benefit of society worldwide. Our role is to help address the leadership component of both business and organizational challenges - helping to build, extend and revitalize the practice of leadership.” ISPI (The International Society for Performance Improvement) http://www.ispi.org/ “Founded in 1962, ISPI is the leading international association dedicated to improving productivity and performance in the workplace. ISPI represents more than 10,000 international and chapter members throughout the United States, Canada, and 40 other countries.” Lean Enterprise Institute "The Lean Enterprise Institute, Inc. founded by James P. Womack in 1997, is an education, publishing, research, and conference organization with an action plan. Compared with traditional "think" tanks, we are a "do" tank. We carefully develop hypotheses about lean thinking and experiment to see which approaches work best in the real world. We then write up and teach what we discover, providing new methods for organizational transformation. We strive to answer the simple question of every manager, "What can I do on Monday morning to make a difference in my organization?" And, by creating a strong Lean Community through our website and public events we try to give managers the courage to become lean change agents." SoL, the Society for Organizational Learning "SoL is a learning community created to connect corporations and organizations, researchers and consultants to generate knowledge about and capacity for fundamental innovation and change by engaging in collaborative action inquiry projects. As an action learning community, SoL generates real business and social system results, new intellectual capital and on-going personal and professional networks. SoL was formed in April of 1997 to continue the work of MIT's Center for Organizational Learning (1991-1997). Peter Senge, author of the The Fifth Discipline: the Art and Practice of the Learning Organization is the founding Chairman of SoL." The Vanguard Network http://www.lean-service.com/home.asp “The Vanguard Network is a network of people working with systems thinking in their organizations. It is an opportunity to exchange, support and learn.” “Vanguard… the Toyota method for service organizations. Vanguard helps organizations change from command and control to a systems approach to the design and management of work. The consequences are improved service to customers, at lower costs and improved morale. Vanguard has pioneered the translation of Taiichi Ohno's ideas behind the Toyota Production System for service organizations. Service is different to manufacturing. In simple terms there is inherently greater variety in customer demand, hence the need to design to absorb that variety." We Learn By Standing On The Shoulders Of Others "If I have seen further it is by standing on the shoulders of Giants. " - Isaac Newton "A dwarf standing on the shoulders of a giant may see farther than a giant himself." - Decomocritus I Am Indebted To Many Shoulders, including: S. Spears R. Bartell E. W. Deming J. Juran G. Rummler P. Senge M. Kelliher P. Harmon | J. Seddon A. Daniels P. Drucker P. Crosby M. Hammer D. Bornstein A. Brache R. Burlton | J. Welch J. Pfeffer R. Sutton E. DeBono M. Jones D. Garvin D. Langdon |
And too many others to be listed.
| Paul L. Gandillot, MBA President ____________________________________________ Qualifications Senior management and performance improvement consulting experience, ongoing learning, and passion to help improve organization, process and people performance. ____________________________________________ Work Experience - President, Clipper Performance Solutions - Interim CFO and Chief Performance Management Officer, Affinity Health Plan
- SVP, Performance Management Officer, CDPHP
- Acting CFO, CDPHP - Consultant, 20+ years of performance improvement projects
- Chief Operating Officer, Insight Health Solutions
- Chief Operating Officer, Behavioral Healthcare Partners, Inc.
- Vice President, BlueCross BlueShield of Massachusetts - Chief Executive Officer, Chelmsford Medical Associates
- Chief Financial Officer, Healthsource Inc.
- Chief Financial Officer, Multigroup Health Plan, Inc. - Consultant, MA Office of HMO's - Executive Director, Delaware Quality Review Organization - Business Owner, 9 TCBY Frozen Yogurt stores
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Education - It's All About Alignment.SM Schools
- Villanova University, Lean Six Sigma Black Belt and Master Certificate in Healthcare - Babson College, graduate courses
- State University of New York at Buffalo, MBA
- John Carroll University, BSBA Other: partial list of additional training and education (plus hundreds of books, articles, white papers, research papers, case studies, conferences and workshops): - Strategic and Scenario Planning, Resource Assocates Corportion, McKinsey and Company, and others - Balanced Scorecard Strategy Execution, Palladium Group - Applications of Performance Management Technology, Aubrey Daniels International
- Business Process Mnagement, International Process and Performance Institute, Roger Burlton - Toyota Production System for Service Organizations - The Vanguard Method, Vanguard Education Limited - Performance Improvement: Principles and Practices, and Transition to Performance Improvement, International Society for Performance Improvement - Accounting Best Practices, Activity-Based Cost Management, Throughput Accounting, and Lean Accounting - Systems Thinking, Pegasus Systems - Next Generation Contact Centers, APQC - Leadership Flight School, Bartell & Bartell - Negotiation Skills Workshop, Mediation Works Incororation
- Facilitation, Resource Associates Corporation Recovering Knower: Real education started after graduate school, is ongoing, fueled by curiosity and a desire contribute to performance improvement, and comes from observing, studying, learning, applying and teaching others the best practices of many mentors, authorities, and colleagues in diverse fields of study and situations. My learning perspective is influenced by the concept of perception and the need to constantly expand it. “The brain can only see what it is prepared to see. So unless we prepare the brain by creating possibilities, we are unable to see new patterns and new ideas.” - Edward DeBono “Perceptions are how we see the world. We must look at the lens through which we see the world, as well as the world itself. The lens shapes how we interpret the world. To change a situation, we must change ourselves, and to change ourselves we must change our perceptions.” - Steven Covey “Paradigms held too tightly can lead to paradigm paralysis – a terminal disease of certainty!” - Unknown "Most efforts at creating change falter because of an initial failure to see clearly the realities of the organization that is the focus of change. All too often we see the organization only from the vantage point of the particular part in which we work. And often our mental models - acquired through cultural influences, individual personality, professional training or other habits of mind - blind us from seeing the system in its full complexity. Instead we see what we want to see or simply have become accustomed to seeing. Our vision is further blocked by seeing the world from the limited platform of our current organization. Thus both our restricted organizational vantage point and our mental models create lenses that act as barriers to understanding and innovation. They also serve as barriers to recognizing our own unwitting contributions to the way the organization currently functions." - Grady McGonagill and Zaid Hassan (Generon) _____________________________________________ My Experiences Have Provided Me
- with rewarding successes and educational setbacks (similar to failures)
- opportunities to lead, participate, observe, study and serve
- in a variety of executive, consulting, coaching and business owner roles
- in startup, fast growth, turnaround, and merger/acquisition situations
- in small, medium and large profit and nonprofit organizations
- encountering parochialism, turf battles, status, functional silos, toolheads, and other organizational challenges
- exposing me to many organizational performance improvement approaches, including, change management, management by objectives, TQM, CQI, process reengineering, process designed organizations, process based competition, Baldrige National Quality Program, “lean”, cycle time reduction, Six Sigma, various strategic planning processes, after action reviews, GE workout, customer service and loyalty programs, Balanced Scorecard, many theories of leadership and management, systems thinking, learning organizations, mediation, negotiation, coaching, facilitation, and many other approaches, theories and practices - and continuing expansion of my library of perspectives and awareness of the lens I use _____________________________________________ Clipper Performance Solutions It's All About Alignment.® |
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