Bernard Liebowitz, PhD, CMC

http://www.liebowitzassoc.com

Specialities Organization and Business Design Strategy and Goal Setting Change Management Executive and Management Coaching and Development Team Building Organizational Assessment

Industries Manufacturing Insurance Companies and Agencies Construction Hospitals and Medical Practices Financial Institutions Distribution

Client Benefits

The firm of Liebowitz & Associates is composed of senior consultants only. each of whom have had many years of experience in the fields of organization design and strategy development, change management, executive and management coaching and development. That experience and background is used to benefit clients in the most expeditious and efficient manner.

Their practice is oriented to what the client needs, not towards "imposing" a pre-conceived approach to a firm's issues. This means that not only is a careful analysis conducted through interviews and web-based assessment tools, but the firm's employees and staff are continually involved in the consulting process from initial assessment to implementation.

Professional Background

The president of the firm, Bernard Liebowitz, PhD, has consulted to many mid-sized and large (e.g., CNA, Daimler-Chrysler, Roche Diagnostics, etc) over a period of 25 years. His graduate degree in psychology is from the University of Chicago; his undergraduate degree was earned at Brandeis University.

Other

The firm consults mainly to growing businesses that have out-grown their organizational structure and are finding that "things" (information, decision-making, tasks, etc.) are falling through the cracks. E.g:

• A firm that supplies cooking material for large chain fast food operations was growing very rapidly, but soon found they were losing contracts because of poor delivery, quality problems, etc. The change process included developing cross-functional teams with members from the different departments, each dedicated to a specific client. The percentage of contracts won increased dramatically.
• A very large insurance agency was too dependent on a few "rain-makers". The firm was product-oriented, i.e., "life" was separated from "casualty/property" which was separated from .....etc. Very little cross-selling occurred. We divided the firm into industry lines, each line having a product-representative. The members of each "industry-line" became active in their respective trade associations, wrote articles for their trade magazines, etc., thus becoming known as that industry's specialist. The number of new customers as well as the number of new "rainmakers" began to increase at a very high rate.