Today’s post is part of the MB&A Executive Series: On Organizational Transformation. We will be running this series on Thursdays through the holiday season starting with the Honorable Dale Meyerrose, Major General, U.S. Air Force retired. Dale Meyerrose is president of the MeyerRose Group, LLC, a company that consults with a wide range of business, government, and academic organizations on strategy, business planning, technology, education, and executive development issues. He is an associate professor at the School of Information Studies, Syracuse University. He is also the President and Chairman of the Board for the Air Force Historical Foundation, Trustee for the U.S. Air Force Academy Falcon Foundation, advisor to the U.S. Air Force Heritage Program, and on the board of directors for the Wireless Grids Corporation.
In this first post we will provide a brief introduction to Dale’s experience with organizational transformation and insight into the breadth of his transformation experience. Please be on the lookout for next Thursday’s edition of the MB&A Executive Series: On Organizational Transformation when we ask Dale his feelings on leading transformation from a top down or bottom up effort.
MB&A Executive Series: On Organizational Transformation (Transcript)
Josh: I know that during your time in the Air Force, government, and working in the private sector, that you’ve had some experience with organizational transformation; that you’ve been involved with some organizations that needed to change, or wanted to change to meet evolving requirements. Can you kind of give a broad brush on that and some of the outcomes you’ve experience over time?
Dale: Sure. I think it’s important to realize that organizational change comes in many forms. Whether you want to start a new organization, deactivating an old organization is also part of change management; in addition to either rejuvenating an existing organization or changing the mission of an existing organization. And I’ve had experience with all 4 scenarios. The ones that are probably most dramatic probably have to do with when I was in the Air Force. I was one of the senior officers responsible for deactivating the United States Space Command and transferring that mission to a completely different organization. At the same time I was the first general officer assigned to creating a new organization called US Northern Command which had the responsibility after 9-11 of providing Homeland Defense support to the country. The other element that goes along with this is companion element of transformation change, was as I stated earlier, I was the first chief information officer for the intelligence community which entailed creating a new bureaucracy as at work a new organization within the United States government to oversee intelligence organizations. Additionally when I hired out to the corporate sector I was given the opportunity to build a brand new business from scratch. All the way from creating a mission, hiring people, organizing the processes setting up the profit and loss situation as it were in a corporation. Additionally in the academic arena I have had the pleasure and the honor of creating new courses, new lines of study and just recently been given the opportunity to create a professional certificate awarding program for cyber and cyber security. So when you’re looking at transformation which I think is very very important given that range of experience to realize that transformation comes in many sizes and shapes and forms.
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