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Bill Pasmore, PhD, is senior vice president and global organizational practice leader at the Center for Creative Leadership, a top-ranked, global provider of leadership education. He is also a professor of practice of organization and leadership at Columbia University and was formerly a partner at Oliver Wyman Delta Consulting, part of the MMC Corporation. He is a consultant to CEOs of global Fortune 1000 firms on change, leadership, senior teams, and organization design and is a frequent speaker at corporate events and conferences.

Bill Pasmore

Bill Pasmore explains that successful merger and acquisition (M&A) efforts have one thing in common: they view change management as a process rather than a project.

Succeeding at Complex Mergers

This job aid from our TD at Work, A Toolkit for Leaders, can help you determine the root causes of change overload. Consider what contextual factors, organizational practices, and personal thought processes and behaviors are leading you and your organization to take on too much change.

Leading When There's Too Much Change (Determining the Root Causes of Overload)

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This excerpt from the TD at Work issue “Leading When There’s Too Much Change” provides leaders and HR professionals with advice and helpful tools for dealing with a world of too much change.

Set Priorities to Manage Cumulative Cost of Workplace Change

Kristin L. Cullen-Lester and William Pasmore explain how poor prioritization processes can result in organizations becoming overloaded with change.

How Do Organizations Get to a Place of Too Much Change?

Change is nearly constant in many organizations today. This issue of TD at Work can help leaders prioritize change initiatives and support employees during times of transition.

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