My CV

Professional Experience

Tiffany McDowell, MBA, PhD
Principal, Ernst and Young LLP
San Diego, CA

Email: DrMcDowell@orgstrategist.com 

Summary of Experience and Qualifications

Tiffany has expertise in all areas of organizational strategies. Tiffany focuses on delivering operating model, organization design, network analytics, decision optimization, workforce strategies, and change management solutions for large-scale transformation projects. As clients design and implement digital, agile, cost reduction, and future of work programs, Tiffany helps them with capabilities assessment, decision rights, role and accountability design, leadership development, talent planning and workforce transformation. Tiffany has lead IT, Finance, HR, and enterprise wide transformations in multiple sectors with a specific focus on Healthcare. Tiffany has over 18 years of combined business and consulting experience both locally and abroad and holds a Doctorate in Industrial/Organizational Psychology.

Sample of Previous Client Experience

Healthcare – Organization Transformation, 1 year

Executive Team Design and Implementation Lead

  • Worked directly with CEO of a Fortune 5 to assess and transform their leadership structure to optimally reflect their purpose, strategic intent and complex operating model
  • Consulted to the CEO and CHRO in the design of a new leadership role, governance, interaction models and corresponding performance metrics
  • Led multiple teams in the creation of a chief consumer role and a chief health role and all the transformation work that comes with realigning traditional business units to new horizontal roles that own the promise of healthcare transformation
  • Work streams include decision optimization, talent optimization, role optimization, and the supporting portfolio and change management capabilities required to design and implement large-scale transformation


Healthcare – Organization Transformation, 2 years


Organization Transformation and Operating Model Design and Implementation Lead

  • Supported Human Capital issues at the largest integrated healthcare provider in the US
  • Worked with the President to design a new regional operating model, leadership structure, talent and succession approach, governance and decision model for 21 acute care sights, focusing on opportunities to drive consistency and innovation
  • Led multiple teams in the creation of a new clinical and operational leadership structure and roles, including enabling talent processes and policies to support the future state design. Work streams include decision optimization, talent optimization, role optimization, and the supporting portfolio and change management capabilities required to design and implement large-scale transformation
  • Brought innovative solutions in organization analytics and network analysis to drive systemness and consistency of care to members

Healthcare – Organization Transformation, 18 months

Organization Transformation and Operating Model Design and Implementation Lead

  • Worked with the CHRO to assess and design a new operating model, leadership structure and service delivery model for a large healthcare system with 10 acute care sights in three states, focusing on opportunities to standardize, and operate more effectively and efficiently
  • Led a large team in the creation of a new HR operating model, service delivery model, and all supporting processes and policies to support the future state design
  • Led an effort to implement the transformation, including job architecture, premium pay and payroll leakage, technology selection, and all supporting change management activities needed to make the implementation a success

Healthcare – Organization Transformation, 9 months


Enterprise Operating Model, Leadership Structure and Decision Rights Lead

  • Worked with the CEO and Chief Transformation Officer to assess and design a new operating model, leadership structure and decision rights framework for a large healthcare system with 22 acute care sights, focusing on opportunities to standardize, and operate more effectively and efficiently
  • Led a large team in the creation of a new enterprise operating model, moving the organization from a “holding company” model to an “operating company” model by identifying clinical and non-clinical opportunities to drive greater integration
  • Created detailed leadership structure, over 100 roles profiles for the new structure and a designed and helped implement a transition plan to move the organization from current state to a new structure and reduce leadership and management costs by over $24 million.


Healthcare – Organization Transformation, 6 months


Enterprise Operating Model, Leadership Structure and Decision Rights Lead

  • Worked with the CEO and President to assess and design a new leadership structure and decision rights framework for a large healthcare system with eight acute care sights, focusing on opportunities to centralize, standardize, and operate “As One”
  • Led a team in the creation of a new enterprise operating model, moving the organization towards accountable care (as one of the Pioneer Grant recipients) model by identifying clinical and non-clinical opportunities to drive greater integration
  • Created detailed leadership roles and responsibilities and a transition strategy to move the organization from current state to a new structure prepared to flourish in the face of the healthcare industry transformation, engaging clinicians to help lead this transformation


Healthcare – Organization Transformation, 9 months


IT Transformation, Organization Design and Decision Rights Lead

  • Worked with the CIO of a 22-hospital system to design and deliver a new IT governance framework from executive leadership
  • Led a team in the creation of a new organization design to support an IT Transformation designed to increase agility and simplicity of IT organization
  • Conducted executive interviews and performed a detailed benchmarking study to demonstrate comparisons and help identify opportunities for restructuring IT service delivery, project resourcing, as well as opportunities for containing costs

Healthcare – Organization Transformation 6 months

Healthcare Transformation, Executive Alignment and Change Management Lead

  • Launching the first As One survey in the United States, aimed at measuring the clients ability to take collective action on their organizational transformation plan to ensure they are successful in the new healthcare environment, with a focus on physician engagement and commitment
  • Conducting interviews with CEO’s and senior leadership to determine potential resistance to the future plans and to uncover necessary changes to roles and behaviors to support innovation into the future
  • Developing change management solutions with supporting operating model and leadership continuity plans to address the magnitude of the change impacts on the business and to increase the adoption rate of their healthcare reform plan


Life Sciences – Organization Transformation, 6 months


Enterprise Talent Strategy Lead

  • Led an HR team in the development of a three year enterprise talent strategy for a global Fortune 18 corporation
  • Benchmarked client talent programs to industry best practice and identified gaps; provided a Talent Management Roadmap that identified opportunities to focus talent resources on the critical few that provide the greatest return to the organization
  • Worked with executive team to gain alignment on talent strategy, which allowed the client to approach their talent challenges strategically by anticipating growth and talent needs to achieve their future objectives
  • Conducted workforce analytics on pilot population, combining detailed knowledge of business and HR metrics with an objective assessment of their talent to provide recommendations on changes to talent programs such as acquisition, development, and succession planning


Life Sciences – Organization Transformation, 6 months


Finance Transformation, M&A Organization Design, Change Management, and Talent Management Lead

  • Led a team in the creation of a new organization for the finance function as part of a $4 billion global merger and cost reduction program
  • Assessed current and future organizational and leadership capabilities, and recommended a revised organization structure to support the new finance operating model
  • Developed and executed a resource management strategy to deploy talent to roles and projects as part of a global talent planning process
  • Developed and delivered supporting change management and communication solutions to support the transformation


Healthcare – Human Capital; Organization & Change, 4 months


IT Transformation, Organization Design, Change Management, and Talent Management Lead

  • Led a team in the creation of a new organization design to support an IT Transformation designed to move IT from a service provider to a business partner
  • Conducted interviews with senior leadership to determine talent gaps, necessary changes to roles and behaviors to support IT and business partnership
  • Assessed current skills sets of organization through a department-wide survey, developed new competency models, identify appropriate performance levels and measures, and recommended corresponding base and incentive pay plans.
  • Developed and delivered change management solutions and supporting communications and to determine the magnitude of the change impacts on the business and to increase the adoption rate of the new IT Strategy and organization structure.


Life Sciences – Human Capital; Organization & Change, 2 months.


Divestiture Competency and Performance Management Lead

  • Led a team to generate new competency models, identify appropriate performance levels and measures, and implement corresponding base and incentive pay plans.
  • Conducted interviews with senior leadership to determine talent gaps, necessary changes to roles and behaviors to support business transformation, and to determine the magnitude of the change impacts on the business.
  • Developed and implemented new performances management system to drive the right behaviors to support the organizations strategic objectives.
  • Developed and delivered communications to increase adoption rate of the new system and tools.


Life Sciences – Human Capital; Organization & Change, 5 months.


M&A Organization Design, Selection, and Workforce Transition Lead

  • Led a team through a merger of two leading Life Science companies by leading the organization design and workforce planning integration for IT, HR Finance, Legal, Sales, and other functions.
  • Provided our point of view on leading practices in design for each of these functional groups, including operating models, design alternatives, and external benchmarks on executive rations, layers, and span of control.
  • Developed a top-down, cascaded design approach with parallel selection processes, forms and a supporting database to ensure the right people with the right skills were in the right jobs.
  • Partnered with the client to create extensive engagement and retention plans to ensure top talent was retained.
  • Developed and delivered several training sessions on the topic of Organization Design, Selection, and Workforce Transition.
  • Developed supporting change and communication plans to increase the acceptance and adoption of change.


Energy Sector – Organization Transformation 13 months.


Organizational Design, Talent, and Global Change Management Lead
Role:

• Advised leadership team on organization strategies, and assisted in creating and implementing three new organizations, including consulting on organizational design criteria and recommending organizational structure, designing new jobs, roles and responsibilities, and decision rights for IT, HR, and Business functions.

  • Designed and implemented a global change management program for a 70 million dollar business transformation project. Activities include designing a communication strategy and detailed plan, performing a stakeholder analysis and recommending leadership alignment activities, conducting an organizational assessment and presenting results and recommendations to the leadership team.
  • Launched and managed the change management office and supervised communication and training resources. Created messaging for multiple presentations, as well as for the program website and newsletter, for audiences in England, Singapore, and the USA.
  • Worked with a 5 person team to create new competency models, identify appropriate assessment tools, develop recruitment and retention strategies, revise career ladders and performance measures, and implement corresponding variable pay plans.
  • Conducted business impact analysis to examine talent gaps, necessary changes to roles and behaviors to support system and process changes, and the magnitude of the change impacts on the business.

Energy Sector – Human Capital; Organization & Change, 2 months.


HR Transformation, Organization Design and Change Management Lead
Role:

  • Designed and implemented a new organizational structure for a 60-person department. Conducted benchmarking against similar organizations, performed detailed analysis on work allocation and roles/responsibilities, and developed recommendations for appropriate staffing levels.
  • Created a change management program touching both Asia and the US which addressed training and communication activities designed to increase adoption of the new organization design.
  • Delivered a series of workshops on organization design, and facilitated process design workshops on the organizations new service delivery model.
  • Led a team of three consultants/senior consultants and performed project management and counseling activities.


Energy Sector – Human Capital; Organization & Change, 6 months.


IT Transformation, Change and Talent Management Lead for ITIL Implementation
Role:

  • Developed and implemented a current state assessment for each division of a 1500- person IT department to assess ITIL implementation readiness.
  • Designed and implemented a change management program for a global IT transformation project. Activities included designing a communication strategy and detailed plan, performing a stakeholder analysis and recommending leadership alignment activities, conducting a change readiness assessment and presenting results and recommendations to the leadership team, and conducting a change impact analysis.
  • Partnered with client to manage the change management office and supervise communication and training resources. Created messaging for multiple presentations, as well as for the program website and newsletter.

Life Sciences – Human Capital; Organization & Change, 3 months.

Competency and Performance Management Implementation Lead

Role:

  • Consulted on clients existing performance management system and made recommendations for specific changes to their leadership’s performance appraisals.
  • Conducted interviews with leadership team and administered the Myers-Briggs Type Indicator (MBTI) to each leader.
  • Designed and delivered a day-long workshop on Management by Objectives (MBO’s) and the MBTI personality assessment tool.
  • Provided input on the proposed re-organization of the department, including advice on effective organizational design.


Previous Experience


Industry: Organizational Consulting Consultant; 6 months


Various Corporate Clients – Process Improvement
Role:

• Used lean and six sigma tools to enhance organizational performance. Tools employed include value stream mapping, IPO diagrams, process mapping, cause and effect analysis, fishbone diagrams, and other waste and variance reduction techniques.

Industry: Organizational Consulting


Project Lead: 20 months


Various Corporate Clients – Corporate Learning and Performance

Role:

  • Developed programs such as the Lean Six Sigma Black Belt Certificate. Program development duties included forming advisory boards, researching and writing the curriculum, marketing analysis and product positioning, and presenting to staff and customers on the benefits of the programs, creating content and working with Subject Matter Experts.
  • Facilitated strategic planning for the department, identified key success measures, wrote and implemented marketing plans, and tracked success. Assisted with budgets, and coordinated existing professional development programs.
  • Developed and conducted training evaluations for corporate clients and for public program offerings to assess the value of training interventions in terms of learning, business impact, and return of investment (ROI).

Industry: Organizational Consulting


Project Lead: 10 months


Various Corporate Clients – Strategic Management

Role:

  • Interviewed CEO’s and other key individuals in various organizations in order to determine if the strategic organizational interventions had positive results and measured the success, including ROI calculations.
  • Analyzed key success measures and wrote reports and case studies.
    Industry: Organizational Consulting
    Executive Coach; 6 months
    Various Executives – Executive Assessment & Coaching
    Role:
  • Delivered coaching and feedback to approximately 100 individuals, who ranged from supervisors to senior executives, on 360-degree leadership and emotional intelligence assessments they had taken.
  • Wrote article outlining Emotional Intelligence components and the steps leaders can take to improve in the different branches of Emotional Intelligence.


Industry: Education


Instructor/Researcher: 24 months


Undergraduate and Graduate Students
Role:

  • Taught Training and Development in the Industrial/Organizational PhD program.
  • Worked as an adjunct faculty member teaching Introduction to Business in the
    undergraduate business program at the United States International College of
    Business.
  • Conducted original research on the topic of Fun at Work and how it relates to
    productivity. Process included running focus groups, creating and administering surveys, developing measurement scales, and analyzing data.
    Industry: Education Instructor; 24 months Undergraduate Students Role:
  • Designed, developed, and delivered college-level courses in Interpersonal Skills, Training Techniques, and Supervisory Skills.
  • Helped working adults to enhance their communication, training, and leadership skills and to become more effective at managing their relationships in work settings.

Industry: Financial Services 

Retail/Commercial Account Manager: 6 years 

Role:

  • Six years of increasing responsibilities at the third largest Bank in Canada, from customer service and mortgage sales to retail management and commercial lending.
  • Supervised staff of 12 people in a retail branch environment, including several professional financial advisors.
  • Developed staff through one-to-one coaching, implemented reward system and celebration of achievements, and designed and led training sessions, including product knowledge seminars and sales strategies.
  • Built a large client base by successfully implementing relationship selling. For example, developed new accounts in excess of $3 million in 2001 and built client relationships using strong customer relations skills.
  • Managed branch operating budgets, as well as loan and investment portfolios in excess of $30 million.


Education


Doctorate of Industrial Organizational Psychology
Alliant International University, San Diego, CA, 2005


Master of Science in Industrial Organizational Psychology
Alliant International University, San Diego, CA, 2004


Master of Business Administration
Simon Fraser University, Burnaby, BC, 1996


Bachelor of Arts in Psychology
University of British Columbia, Vancouver, BC, 1992


Professional Affiliations / Certifications

  • Society for Industrial/Organizational Psychology (SIOP)
  • San Diego Industrial/Organizational Professionals (SDIOP)
  • Organization Design Forum (ODF)
  • Lean Six Sigma Black Belt Certification, San Diego State University
  • Guest lecturer at USC Marshall School of Business (2011- 2018)
  • “The New Physician Leaders” New England Journal of Medicine & Harvard Business Review on-line editions, 2014
  • “It’s your Decision: Does your Organization know how to Make it?” Society for Human Resource Management, November 2011
  • “ Measuring your Organization’s Climate for Ethics: The Survey Approach”, Society for Corporate Compliance and Ethics, August 2007
  • “The Hidden Bonus of Doing the Right Thing”, Directors Monthly, September 2006 “Deloitte’s 3 Ways to Instill Ethical Guidelines” Strategic HR Review, Volume 5 Issue 5, July/August 2006

External Presentations

  • Guest Lecturer at USC Marshall School of Business, presenting on Organization Strategies in Healthcare, April 2011 – 2019
  • Guest Lecturer at CFO Academy, Deloitte University, September 2013 – 2020
  • Presentation at the Organizational Design Forum, April 22, 2009: “Designing in a
    Time of Crisis”
  • Presentation at Bay Area HR M&A Forum, March 12, 2009 “Organization Design in a
    Merger of Equals”
  • Presentation at the Organizational Design Forum, April 23, 2008: “Linking
    Organization Design to Job Design”
  • Presentation at the 6th Annual Compliance & Ethics Institute, September 9, 2007: “Ethical Climate or Program Impact?”
  • Poster presentation at the SIOP Convention, April 16, 2005: “Fun at Work: Scale Development using Exploratory Factor Analysis”
  • Paper presented at the AIU Leadership Conference, San Diego, CA, April 17, 2004: “Four Factor Theory of Leadership: The Case of Turtle Trucking”
  • Professional presentation at San Diego State Universities Training and Development Forum, San Diego, CA, August 13, 2004. “Building a Retention Culture through Learning and Development”