GDS - Guttman Development Strategies | Organization Development

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として

ゲームを変革する

私たちの仕事

Guttman Development Strategies (GDS) は、組織開発、エグゼクティブコーチング、リーダーシップトレーニングを専門としています。当社は、従来の階層構造を変革し、より迅速な意思決定、より強力なコラボレーション、卓越したパフォーマンスを実現する、連携のとれた機敏で高性能なチームを構築することに重点を置いています。

当社はリアルタイムの課題に的確に取り組み、初期段階のスタートアップ企業をプライベートエクイティを通じて導き、 IPOに向けて準備し、フォーチュン 500企業が戦略目標を達成できるようサポートする専門的なソリューションを提供します。

当社のサービスをご覧ください

私たちが優れている理由

当社のユニークな点は、あらゆるレベルで高パフォーマンスのチームを作り、真に高パフォーマンスの組織を作り上げることができることです。当社は通常、組織のリーダーシップを巻き込んで変革プロセスを開始します。上級チームから始めて、徐々にレベルを下げていきます。このアプローチは、意味のある変化を推進するために不可欠です。

弊社のクライアントは、弊社が従来のコンサルティングの枠を超え、根本的な真実を明らかにし、盲点を解決し、プロセスを洗練し、文化主導のアプローチを促進していると常に評価しています。期待を上回ることで、弊社は組織が成功の定義を変え、卓越性の新たな基準を確立する、並外れた測定可能な成果を達成できるよう支援します。

お客様の声をご覧ください

どのように成功するか

私たちは、リーダーシップの原動力、意思決定、パフォーマンス管理、対立解決に重点を置いて、チームと組織の機能のあり方を変革します。あらゆるレベルで説明責任を促進することで、組織が、階層構造を最小限に抑え、部門間で連携し、課題をオープンに解決し、競争上の優位性を獲得できる、俊敏で高パフォーマンスのチームへと進化できるよう支援します。

動画を見る

組織開発の新時代を始める

信頼される
有名ブランドの何千人ものリーダー

組織の中核的な問題を明らかにする

組織の機能不全は、単に対立から生じるのではなく、個人の無関心から始まります。

私たちは、信頼性と心理的安全性を育み、組織内でのオープンなコミュニケーションと信頼を可能にする、高パフォーマンスのチームを構築します。

重要なのは、実際の問題をどれだけ早く特定し、対処できるかです。

すべてのビデオ

優れたパフォーマンスを発揮するリーダーになる

会社を階層型モデルからリーダーのチームに移行します。

私たちは、チームを、メンバー全員がリーダーとなる、激しい競争と高いパフォーマンスを発揮する組織へと変革します。

優れたパフォーマンスを発揮するリーダーは、積極的に耳を傾け、フィードバックを処理し、抵抗を効果的に管理しながら、一致団結したリーダーのチームを育成し、戦略的な成果を達成します。

すべてのビデオ

誰かがあなたのチームを妨害している

衝突を避け、駆け引きをし、正直でなく、意図せず不誠実なチーム力を生み出します。

当社はお客様の組織を透明性の高い環境へと変革し、信頼性の欠如に関連するコストと課題を軽減できるようお手伝いします。

職場の雰囲気が良く、対立スコアが低いため、温かくフレンドリーな環境という印象を与えます。

すべてのビデオ

リーダーシップを強化する

チームに対してオープンで弱い部分を見せることで、彼らの視点を引き出すことができます。

私たちは、お客様の不安を取り除き、盲点を最小限に抑えることで、組織の透明性を高め、高パフォーマンスのチームとパートナーシップを構築できるようお手伝いします。

脆弱であるという概念を作り出せば、あなたの勝利のためにチームが危険にさらされることになります。

すべてのビデオ

考え方を変える

チームの可能性を認識するには、人々が組織に対して抱いている現在のイメージを理解する必要があります。

私たちは数時間以内に組織内の考え方を変え、あなたが根底にある制限的な信念を乗り越えられるようお手伝いします。

人々が固執している自己誘発的な物語があなたのパフォーマンスを妨害しています。

すべてのビデオ

重要な選択をマスターする

難しい決断を下すには、中核となる問題を認識し、中核となる関係者を把握し、分散型の意思決定でプロセスを推進する人物を任命します。

当社は、透明なコミュニケーションによって一定の期間内に強力な成果物を決定し、高い成果を生み出す SWOT チームの組織内展開を支援します。

合意に達するために問題について議論するのは生産的ではありません。

すべてのビデオ

ステークホルダーの支援を得る

直接権限を持たない個人に効果的に影響を与えることは、成功を達成するために不可欠です。

私たちは、あなたをサポートする主要人物を特定し、あなたに賛同する人々を形成するお手伝いをします。

反対者、情報に疎い利害関係者、忠実な反対者、パートナーを戦略的に配置して、望む結果を生み出します。

すべてのビデオ

紛争管理をマスター

地位による権限がなくても影響を与えるには、高い EQ と相違点を交渉する能力が必要です。

私たちは、主張と傾聴のスキルによって対立を解決し、チームのコミュニケーションを、判断的なものではなく、本物で説明的なものに変えていきます。

紛争が適切に管理されない場合、組織にとってその影響は悲惨なものとなります。

すべてのビデオ

無限の成功のためのコーチング

意識的に行動を選択しないことで成功を制限している

私たちはあなたの意図と行動の間のギャップを明らかにし、より成功への道へと導きます。

あなたがどのような役割を果たすかが、あなたの成功にとって重要です。

すべてのビデオ

偉大になることと偉大さを達成すること

あなたの障壁があなたを妨げています。偉大さには根本的な変革が必要です。

私たちは、成功を測定するための新しい基準を採用しながら、責任感を育むようにチームを変革します。

効果的で連携のとれた、高パフォーマンスのチームを構築することで、どのようなビジネス環境でも優れた成果が得られます。

すべてのビデオ

信頼される
スタートアップ企業、プライベートエクイティファーム、上場企業、フォーチュン500企業

お客様の声

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.

私たちの仕事

私たちが優れている理由

どのように成功するか

組織開発の新時代を始める

信頼される有名ブランドの何千人ものリーダー

組織の機能不全は、単に対立から生じるのではなく、個人の無関心から始まります。

私たちは、信頼性と心理的安全性を育み、組織内でのオープンなコミュニケーションと信頼を可能にする、高パフォーマンスのチームを構築します。

重要なのは、実際の問題をどれだけ早く特定し、対処できるかです。

会社を階層型モデルからリーダーのチームに移行します。

私たちは、チームを、メンバー全員がリーダーとなる、激しい競争と高いパフォーマンスを発揮する組織へと変革します。

優れたパフォーマンスを発揮するリーダーは、積極的に耳を傾け、フィードバックを処理し、抵抗を効果的に管理しながら、一致団結したリーダーのチームを育成し、戦略的な成果を達成します。​

衝突を避け、駆け引きをし、正直でなく、意図せず不誠実なチーム力を生み出します。

当社はお客様の組織を透明性の高い環境へと変革し、信頼性の欠如に関連するコストと課題を軽減できるようお手伝いします。

職場の雰囲気が良く、対立スコアが低いため、温かくフレンドリーな環境という印象を与えます。

チームに対してオープンで弱い部分を見せることで、彼らの視点を引き出すことができます。

私たちは、お客様の不安を取り除き、盲点を最小限に抑えることで、組織の透明性を高め、高パフォーマンスのチームとパートナーシップを構築できるようお手伝いします。

脆弱であるという概念を作り出せば、あなたの勝利のためにチームが危険にさらされることになります。

チームの可能性を認識するには、人々が組織に対して抱いている現在のイメージを理解する必要があります。

私たちは数時間以内に組織内の考え方を変え、あなたが根底にある制限的な信念を乗り越えられるようお手伝いします。

人々が固執している自己誘発的な物語があなたのパフォーマンスを妨害しています。

難しい決断を下すには、中核となる問題を認識し、中核となる関係者を把握し、分散型の意思決定でプロセスを推進する人物を任命します。

当社は、透明なコミュニケーションによって一定の期間内に強力な成果物を決定し、高い成果を生み出す SWOT チームの組織内展開を支援します。

合意に達するために問題について議論するのは生産的ではありません。

直接権限を持たない個人に効果的に影響を与えることは、成功を達成するために不可欠です。

私たちは、あなたをサポートする主要人物を特定し、あなたに賛同する人々を形成するお手伝いをします。

反対者、情報に疎い利害関係者、忠実な反対者、パートナーを戦略的に配置して、望む結果を生み出します。

地位による権限がなくても影響を与えるには、高い EQ と相違点を交渉する能力が必要です。

私たちは、主張と傾聴のスキルによって対立を解決し、チームのコミュニケーションを、判断的なものではなく、本物で説明的なものに変えていきます。

紛争が適切に管理されない場合、組織にとってその影響は悲惨なものとなります。

意識的に行動を選択しないことで成功を制限している

私たちはあなたの意図と行動の間のギャップを明らかにし、より成功への道へと導きます。

あなたがどのような役割を果たすかが、あなたの成功にとって重要です。

あなたの障壁があなたを妨げています。偉大さには根本的な変革が必要です。

私たちは、成功を測定するための新しい基準を採用しながら、責任感を育むようにチームを変革します。

効果的で連携のとれた、高パフォーマンスのチームを構築することで、どのようなビジネス環境でも優れた成果が得られます。

信頼されるスタートアップ企業、プライベートエクイティファーム、上場企業、フォーチュン500企業

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優れたパフォーマンスを発揮するリーダーは、積極的に耳を傾け、フィードバックを処理し、抵抗を効果的に管理しながら、一致団結したリーダーのチームを育成し、戦略的な成果を達成します。

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