Consulting engagements are commitments to the long-term success of the client organization. Providing effective solutions and confidentiality are key concerns in developing a consulting relationship.
Sherman has done consulting primarily though the IvyFaculty network, but he has also developed relationships for university-based “assistance to industry programs” and extension services. Here is a sampling of Sherman clientele and the kinds of work that he has done.
Investments and financial
management, e.g., a mutual funds company seeking help in applying behavioral finance principles to fund management and also in publicizing this approach as a component of its unique selling proposition.
High-tech, e.g., an electronics firm, which wanted to improve its overall leadership practices and gain leverage with its foreign headquartered parent company to develop products for independently.
Manufacturing, e.g., a steel-producing plant in a developing country needed help with a variety of daunting problems including low employee morale, reduced productivity, personnel turnover, work slow-downs, sabotage and institutionalized theft. Sherman was a member of a university-based team that tackled these problems with considerable success.
medical device companies, e.g., a surgical instruments and products firm that had a problem with use of storage space in laboratories and other facilities and needed a customized method of making rational, prioritized decisions on how to allocate this resource.
firms, e.g., a company needed to produce an authoritative “position paper” on how people can be induced to save more of their incomes, and was helped by Sherman who organized and lead a team of Ivy Faculty economists and psychologists to meet the challenge.
Military products and
services firms, e.g.,a company that created in vivo and computer-simulated military practice scenarios for the U.S. military and had to make complex and laborious proposal on competitive bids and then negotiate certain details was losing value internally by not providing positive reinforcement to its own personnel after proposals were completed, and further losing value internally and externally by not handling closures of its negotiation phase of operations optimally.
Energy companies, e.g., a regional electricity provider was experiencing difficulties and loss of customer satisfaction due to outages and repair delays, and needed to develop a robust set of policies and procedures to correct these problems.
Public Sector Examples
U.S. federal law enforcement
agencies, e.g., rewarding or reinforcing employees for performance in a way that actually improves subsequent performance is more difficult in the public sector than in private business. An information management component of a major law enforcement agency received assistance in creating a customized solution to improve quality and productivity via non-monetary reward system that favored collaboration rather than competition internally.
U.S. Department of
Defense, and Military Services, e.g., a concerted effort involving both executive programs and consulting engagements to train senior military leaders, both uniformed and civilian SES, in how to increase productivity through diversity efforts. This set of issues looms large in the U.S. military. At the time of the intervention, women and minorities already made up over 40% of total personnel. General officers and SES executives collaborated in generating ideas to favor leveraging diversity and breaking “glass ceilings”.
State and large city governments, e.g. design of a self-administered program on leadership development for the police department of a major city.
Sherman has developed a long-term coaching relationship with the head of a regional council of nations dealing with sensitive international issues. He also offers free consulting with executives of a major charity that provides services for elderly citizens.
International List of Selected Client Organizations
American Bar Association Association of Legal Administrators Bizagi Digital Transformation Boston Children’s Hospital Carnegie Bosch Institute Customs Law Enforcement Defense Equal Opportunity Management Institute Dominion Executive Club DEA, Drug Enforcement Administration Energy Council of the Northeast FBI, Federal Bureau of Investigation Ferrominera Iron Mining* Government of Iceland, Office of the Prime Minister Government of Lombardy, Italy Grupo Nexo Franquicia Institute for Education Leadership, Ontario Investment Management Consultants Association J.C. Penney Company, Inc. Johnson & JohnsonMaryland Department of Housing and Development Meals On Wheels NASA, National Aeronautics and Space Administration National Association of Bar Executives Nuclear Energy Institute
Ohio University, Voinovich Center Ontario Principals Council Oppenheimer Capital Petrochemicals of Venezuela, Pequiven* Prudential Investments Roche Laboratories Sharp, USA SIDOR Steel, Siderúrgica de Orinoco C.A.* Technology Partners International Titan Recruitment Toronto Stock Exchange Treasury Board of Canada UNIDO, United Nations Industrial Development Organization, UNICEF, United Nations International Children's Emergency Fund United Bank for Africa University of Tennessee, Chattanooga US Department of Defense US Army, General Officers Management Organization Venalum, Aluminum Mining and Products* Wall Coverings Association YPO, Latin America YPO, Australia * Early work, during Venezuela’s period of democratic stability
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