GDS - Guttman Development Strategies | Organization Development

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Qué hacemos

Guttman Development Strategies (GDS) se especializa en desarrollo organizacional, coaching ejecutivo y capacitación en liderazgo. Nos enfocamos en transformar las jerarquías tradicionales para construir equipos alineados, ágiles y de alto rendimiento que permitan una toma de decisiones más rápida, una colaboración más sólida y un desempeño excepcional.

Abordamos desafíos en tiempo real con precisión, brindando soluciones expertas que guían a las nuevas empresas en etapa inicial a través del capital privado , las preparan para las IPO y apoyan a las empresas Fortune 500 en el logro de sus objetivos estratégicos.

¿Por qué nos destacamos?

Lo que nos hace únicos es nuestra capacidad de crear equipos de alto rendimiento en todos los niveles, lo que da como resultado una organización verdaderamente de alto rendimiento. Normalmente iniciamos el proceso de transformación involucrando a los líderes de la organización, comenzando con el equipo directivo y avanzando progresivamente hacia los niveles inferiores, ya que este enfoque es crucial para impulsar un cambio significativo.

Nuestros clientes nos dicen constantemente que vamos más allá de la consultoría tradicional, descubriendo verdades fundamentales, abordando puntos ciegos, refinando procesos y fomentando un enfoque basado en la cultura. Al superar las expectativas, empoderamos a las organizaciones para lograr resultados extraordinarios y mensurables que redefinen el éxito y establecen un nuevo estándar de excelencia.

The GDS High-Performance Model

Con la confianza de
Miles de líderes de marcas icónicas

Descubra los problemas centrales de su organización

La disfunción organizacional comienza con la falta de compromiso individual, en lugar de surgir únicamente de conflictos.

Creamos equipos de alto rendimiento para fomentar la autenticidad y la seguridad psicológica, permitiendo la comunicación abierta y la confianza dentro de su organización.

¡Se trata de la rapidez con la que se pueden identificar y abordar los problemas reales!

Todos los videos

Sea un líder de alto rendimiento

Cambie su empresa del modelo jerárquico a un equipo de líderes.

Transformamos equipos en entidades de alto rendimiento y ferozmente competitivas donde cada miembro es un líder.

Un líder de alto rendimiento escucha activamente, procesa la retroalimentación y gestiona eficazmente la resistencia mientras cultiva un equipo de líderes alineados para lograr resultados estratégicos.

Todos los videos

Dominar las decisiones críticas

Para tomar decisiones difíciles, reconozca los problemas centrales, conozca a sus actores principales y designe a una persona para que dirija el proceso con toma de decisiones distribuida.

Le ayudamos a implementar equipos FODA en su organización que determinan resultados poderosos en un período de tiempo fijo con comunicación transparente para crear resultados de alto rendimiento.

Debatir cuestiones para llegar a un consenso no es productivo.

Todos los videos

Con la confianza de
Empresas emergentes, firmas de capital privado, empresas que cotizan en bolsa y corporaciones Fortune 500

Testimonios de clientes

Kevin Keane American Beverage Association (ABA)

January 2025 - We are influencers. They see us leading and driving forward. They see us solving problems and scoring tough wins. The team is more willing than we were to raise issues, including ones I or they might not like to hear. This collaborative dynamic is crucial for elevating our performance to the next level. We don’t have one person running around claiming all the credit. We win as a team. This collaborative dynamic is crucial for elevating our performance to the next level.

Suzana Kubric - Nubank

September 2023 - The GDS HPT approach has a significant organization-wide impact. When you are at stake for one another, when you increase trust, focus on the priority issues, and manage conflict to avoid underground behavior, better results will follow. When senior leaders become high-performance players, you elevate the performance of the entire organization.
The high-performance team (HPT) process forced the team to look in the mirror.

Ann Christenson - Aimbridge

June 2023 - We have been on a significant growth journey through acquisitions and a merger. We had a transformation at the top of Aimbridge.
I love the GDS’s down-to-earth, non-theoretical, no-BS approach to organization development and change. GDS has been a great partner, resource, and ally in helping to move our organization forward. GDS does real work that gets real results.

David Best - Newman's Own, Inc.

October 2022 - We’re a small company. Everyone, at every level, needs to be a leader and a doer.
The high-performance approach is the correct way to go, regardless of how you work: in the office, remotely, or in some combination of both. You get better results. Holding peers accountable, being candid, and breaking down silos is the best way to engage teams throughout the organization to achieve faster growth.

Liam Butterworth - GKN Automotive

June 2022 - I never have had so much time on my hands! I can now focus on company strategy, dealing with shareholders, and talent management. I like to be pragmatic, transparent, and direct. I’d recommend the GDS approach without hesitation to any senior team.
GDS came in with a very practical, hands-on, human approach and worked intimately with the team. It has made a huge difference for me, my team, and our organization.

Dean Patras - Horizon Therapeutics

February 2022 - We have experienced rapid growth in a short period of time and have nearly doubled our number of employees.
The HPT process encourages leaders to commit to their own development and to the development of those who report to them. It creates a strong leadership backbone, which is instrumental in the sustainable success of any organization. It’s been exciting to watch leaders in the organization evolve their HPT leadership capabilities. It’s exciting to see the lights go on and our leaders grow!

Gianni Pieraccioni - Maesa

October 2021 - We’ve moved quickly from talk to action. The company was undergoing a rapid transformation. My vision was to build a more decentralized and interdependent organization, more horizontal, and with less silo thinking and fewer lines of demarcation. Moving to the horizontal, high-performance model is essential, especially given the current new, younger generation of leaders coming up through the ranks. It takes willingness to be open, transparent, and vulnerable and the strong belief that when you build an organization of high-performance leaders you do create lasting value.

Risa Cretella- Sovos Brands

June 2021 - Millions of new consumers discovered our products for the first time and have stayed as buyers in our brand franchise.
Our greatest asset is our people, and key to maximizing the impact of our people is being highly organized around strategic priorities and being clear about who are the right people to make decisions. We have focused on embracing conflict and challenges to ensure that we work toward achieving the right outcomes for the business.
The GDS Team Development Wheel is one of my most useful tools. Progress comes from setbacks and from confronting issues. HPT enables you to get through the obstacles and come out stronger on the other side.

David Swers - Glen Raven, Inc.

February 2021 - We moved from being a traditional textile company to where we are today because of our ability to adapt and adjust. I’ve become clearer and more concise in communicating the vision and strategy of the organization, along with my goals, expectations, and the tactics needed to get there. I’m much more focused and results oriented. The team has also become much more focused. We’re pushing ourselves.

Charlie Jacobs - Delaware North Boston Holdings

January 2020 - Our C-suite executives are all on the same page. They have the “eyes” and ability to identify the best-of-the-best talent, who can play world-class hockey, lead, and win. Early returns from the fans have been extremely positive. We’ve hit our goals! The approach that GDS took was “This is all about empowering you. If you’re open, willing, and able to bring in a professional firm like Howard Guttman’s, I’d highly recommend that you do. I’ve used other processes, and they’re nowhere near as effective.

Nathaniel Davis - Drinkworks

September 2019 - The GDS tools enable our teams to excel. GDS provides the perfect methodology for us as a cross-functional leadership team and organization to drive to higher performance. I’m spending much less time navigating issues within the team because members are better equipped to deal with these between and among themselves. We had to carefully allocate inventory, hoping it would last six months. It sold out in six weeks. That’s 30,000 pods sold! The pilot was wildly successful.

Dr. Loren Skeist - Spellman High Voltage Electronics

March 2019 - This has been our best year by any objective measure, with 18% growth in profitable sales and steady progress in improving processes. The high-performance process improves dialogue and communication by clearing away interpersonal issues and creating a safer environment in which to give and receive feedback. These changes open the management group to new perspectives, helping them develop fresh insights.

Marc Speichert - GSK Consumer Healthcare

September 2018 - During my first year, I changed virtually every member of my leadership team. There’s much more enterprise-level thinking. We’re much better at putting hard issues on the table and vocalizing the issues that the team is facing. The horizontal, high-performance way of working and technology are great enablers of each other. The high-performance, horizontal approach creates a deep understanding of who you are as a leader and how best to rally the troops around you. It gives you the right toolkit to stay ahead.

Lisa O'Driscoll - Sovos

April 2018 - It is evident in our cross-functional, enterprise-wide mentality. I don’t see any leaders sitting around with functional hats on, thinking, “I’ll be a superstar by just focusing on my function.” You’d see a great sense of accountability and depersonalization not only in handling conflict but in how we assess progress in meeting business goals and in succeeding together as a team.

Todd Lachman - Sovos

March 2018 - High-performance, horizontal teams are a key competitive advantage.
The fundamentals of high-performance leadership are doubly important in start-ups. Accountabilities and decision-making protocols must be crystal clear; There’s no time for indecision and triangulation. The cornerstone elements of HPT [High Performance Teams] - leading horizontally and holding peers accountable - are critically important in keeping us focused and directing our energy to winning in the marketplace.

Derek Hopkins - Keurig Green Mountain

November 2017 - The HPT process begins with the leader.
The horizontal high-performance journey made a fundamental difference in how we work together. We have a common language; we deal with conflict much more quickly; and there is a tight level of team alignment on goals and ways of working. This allows us to execute much faster.
The HPT process begins with the leader. It gives you a new lens dealing with hard issues, not playing underground games or being political, giving feedback, taking an enterprise view, and the like.

Paul T. Parker - Royal Caribbean Cruises, Ltd.

June 2017 - We put on more shows nightly than does Broadway. We move more people around the world than most companies. Growing the workforce in five years by 30 percent, on a base of 70,000 employees, is a tall order, one that required us to become a high-performing, horizontal team. We’re running small floating cities. It’s very complex and requires figuring out what’s relevant to all our internal and external stakeholders. The horizontal, high-performance journey has helped me to build a cohesive, focused team and organization that set priorities and remain focused on what keeps us ahead of competitors.

Mary Beth DeNooyer - Pinnacle Foods, Inc.

March 2017 - We are leaner, scrappier, less system and process driven, less bureaucratic, and more entrepreneurial. Operating horizontally won’t happen organically; you have to engineer it! That takes being deliberate about what you want to accomplish and setting aside time to make it happen. We’ve used the HPT framework as an enabler for both performance and career development. HPT has brought us a common language and framework to talk about our expectations of leaders.

Kevin Keane American Beverage Association (ABA)

January 2025 - We are influencers. They see us leading and driving forward. They see us solving problems and scoring tough wins. The team is more willing than we were to raise issues, including ones I or they might not like to hear. This collaborative dynamic is crucial for elevating our performance to the next level. We don’t have one person running around claiming all the credit. We win as a team. This collaborative dynamic is crucial for elevating our performance to the next level.

Suzana Kubric - Nubank

September 2023 - The GDS HPT approach has a significant organization-wide impact. When you are at stake for one another, when you increase trust, focus on the priority issues, and manage conflict to avoid underground behavior, better results will follow. When senior leaders become high-performance players, you elevate the performance of the entire organization.
The high-performance team (HPT) process forced the team to look in the mirror.

Ann Christenson - Aimbridge

June 2023 - We have been on a significant growth journey through acquisitions and a merger. We had a transformation at the top of Aimbridge.
I love the GDS’s down-to-earth, non-theoretical, no-BS approach to organization development and change. GDS has been a great partner, resource, and ally in helping to move our organization forward. GDS does real work that gets real results.

David Best - Newman's Own, Inc.

October 2022 - We’re a small company. Everyone, at every level, needs to be a leader and a doer.
The high-performance approach is the correct way to go, regardless of how you work: in the office, remotely, or in some combination of both. You get better results. Holding peers accountable, being candid, and breaking down silos is the best way to engage teams throughout the organization to achieve faster growth.

Liam Butterworth - GKN Automotive

June 2022 - I never have had so much time on my hands! I can now focus on company strategy, dealing with shareholders, and talent management. I like to be pragmatic, transparent, and direct. I’d recommend the GDS approach without hesitation to any senior team.
GDS came in with a very practical, hands-on, human approach and worked intimately with the team. It has made a huge difference for me, my team, and our organization.

Dean Patras - Horizon Therapeutics

February 2022 - We have experienced rapid growth in a short period of time and have nearly doubled our number of employees.
The HPT process encourages leaders to commit to their own development and to the development of those who report to them. It creates a strong leadership backbone, which is instrumental in the sustainable success of any organization. It’s been exciting to watch leaders in the organization evolve their HPT leadership capabilities. It’s exciting to see the lights go on and our leaders grow!

Gianni Pieraccioni - Maesa

October 2021 - We’ve moved quickly from talk to action. The company was undergoing a rapid transformation. My vision was to build a more decentralized and interdependent organization, more horizontal, and with less silo thinking and fewer lines of demarcation. Moving to the horizontal, high-performance model is essential, especially given the current new, younger generation of leaders coming up through the ranks. It takes willingness to be open, transparent, and vulnerable and the strong belief that when you build an organization of high-performance leaders you do create lasting value.

Risa Cretella- Sovos Brands

June 2021 - Millions of new consumers discovered our products for the first time and have stayed as buyers in our brand franchise.
Our greatest asset is our people, and key to maximizing the impact of our people is being highly organized around strategic priorities and being clear about who are the right people to make decisions. We have focused on embracing conflict and challenges to ensure that we work toward achieving the right outcomes for the business.
The GDS Team Development Wheel is one of my most useful tools. Progress comes from setbacks and from confronting issues. HPT enables you to get through the obstacles and come out stronger on the other side.

David Swers - Glen Raven, Inc.

February 2021 - We moved from being a traditional textile company to where we are today because of our ability to adapt and adjust. I’ve become clearer and more concise in communicating the vision and strategy of the organization, along with my goals, expectations, and the tactics needed to get there. I’m much more focused and results oriented. The team has also become much more focused. We’re pushing ourselves.

Charlie Jacobs - Delaware North Boston Holdings

January 2020 - Our C-suite executives are all on the same page. They have the “eyes” and ability to identify the best-of-the-best talent, who can play world-class hockey, lead, and win. Early returns from the fans have been extremely positive. We’ve hit our goals! The approach that GDS took was “This is all about empowering you. If you’re open, willing, and able to bring in a professional firm like Howard Guttman’s, I’d highly recommend that you do. I’ve used other processes, and they’re nowhere near as effective.

Nathaniel Davis - Drinkworks

September 2019 - The GDS tools enable our teams to excel. GDS provides the perfect methodology for us as a cross-functional leadership team and organization to drive to higher performance. I’m spending much less time navigating issues within the team because members are better equipped to deal with these between and among themselves. We had to carefully allocate inventory, hoping it would last six months. It sold out in six weeks. That’s 30,000 pods sold! The pilot was wildly successful.

Dr. Loren Skeist - Spellman High Voltage Electronics

March 2019 - This has been our best year by any objective measure, with 18% growth in profitable sales and steady progress in improving processes. The high-performance process improves dialogue and communication by clearing away interpersonal issues and creating a safer environment in which to give and receive feedback. These changes open the management group to new perspectives, helping them develop fresh insights.

Marc Speichert - GSK Consumer Healthcare

September 2018 - During my first year, I changed virtually every member of my leadership team. There’s much more enterprise-level thinking. We’re much better at putting hard issues on the table and vocalizing the issues that the team is facing. The horizontal, high-performance way of working and technology are great enablers of each other. The high-performance, horizontal approach creates a deep understanding of who you are as a leader and how best to rally the troops around you. It gives you the right toolkit to stay ahead.

Lisa O'Driscoll - Sovos

April 2018 - It is evident in our cross-functional, enterprise-wide mentality. I don’t see any leaders sitting around with functional hats on, thinking, “I’ll be a superstar by just focusing on my function.” You’d see a great sense of accountability and depersonalization not only in handling conflict but in how we assess progress in meeting business goals and in succeeding together as a team.

Todd Lachman - Sovos

March 2018 - High-performance, horizontal teams are a key competitive advantage.
The fundamentals of high-performance leadership are doubly important in start-ups. Accountabilities and decision-making protocols must be crystal clear; There’s no time for indecision and triangulation. The cornerstone elements of HPT [High Performance Teams] - leading horizontally and holding peers accountable - are critically important in keeping us focused and directing our energy to winning in the marketplace.

Derek Hopkins - Keurig Green Mountain

November 2017 - The HPT process begins with the leader.
The horizontal high-performance journey made a fundamental difference in how we work together. We have a common language; we deal with conflict much more quickly; and there is a tight level of team alignment on goals and ways of working. This allows us to execute much faster.
The HPT process begins with the leader. It gives you a new lens dealing with hard issues, not playing underground games or being political, giving feedback, taking an enterprise view, and the like.

Paul T. Parker - Royal Caribbean Cruises, Ltd.

June 2017 - We put on more shows nightly than does Broadway. We move more people around the world than most companies. Growing the workforce in five years by 30 percent, on a base of 70,000 employees, is a tall order, one that required us to become a high-performing, horizontal team. We’re running small floating cities. It’s very complex and requires figuring out what’s relevant to all our internal and external stakeholders. The horizontal, high-performance journey has helped me to build a cohesive, focused team and organization that set priorities and remain focused on what keeps us ahead of competitors.

Mary Beth DeNooyer - Pinnacle Foods, Inc.

March 2017 - We are leaner, scrappier, less system and process driven, less bureaucratic, and more entrepreneurial. Operating horizontally won’t happen organically; you have to engineer it! That takes being deliberate about what you want to accomplish and setting aside time to make it happen. We’ve used the HPT framework as an enabler for both performance and career development. HPT has brought us a common language and framework to talk about our expectations of leaders.

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Contact

Teléfono: 973.770.7177

Correo electrónico: gds@guttman.ai

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Carretera del valle 400
Monte Arlington, Nueva Jersey 07856

Qué hacemos

¿Por qué nos destacamos?

The GDS High-Performance Model

Con la confianza de Miles de líderes de marcas icónicas

La disfunción organizacional comienza con la falta de compromiso individual, en lugar de surgir únicamente de conflictos.

Creamos equipos de alto rendimiento para fomentar la autenticidad y la seguridad psicológica, permitiendo la comunicación abierta y la confianza dentro de su organización.

¡Se trata de la rapidez con la que se pueden identificar y abordar los problemas reales!

Cambie su empresa del modelo jerárquico a un equipo de líderes.

Transformamos equipos en entidades de alto rendimiento y ferozmente competitivas donde cada miembro es un líder.

Un líder de alto rendimiento escucha activamente, procesa la retroalimentación y gestiona eficazmente la resistencia mientras cultiva un equipo de líderes alineados para lograr resultados estratégicos.​

Para tomar decisiones difíciles, reconozca los problemas centrales, conozca a sus actores principales y designe a una persona para que dirija el proceso con toma de decisiones distribuida.

Le ayudamos a implementar equipos FODA en su organización que determinan resultados poderosos en un período de tiempo fijo con comunicación transparente para crear resultados de alto rendimiento.

Debatir cuestiones para llegar a un consenso no es productivo.

Con la confianza de Empresas emergentes, firmas de capital privado, empresas que cotizan en bolsa y corporaciones Fortune 500

Testimonios de clientes

Mantente informado

Con la confianza de
Miles de líderes de marcas icónicas

Un líder de alto rendimiento escucha activamente, procesa la retroalimentación y gestiona eficazmente la resistencia mientras cultiva un equipo de líderes alineados para lograr resultados estratégicos.

Con la confianza de
Empresas emergentes, firmas de capital privado, empresas que cotizan en bolsa y corporaciones Fortune 500