Solutions
H.O.W. helps organizations lead change successfully by ensuring their people, leaders, and systems are ready to adopt it.
Are you ready for change?
Download the Change Readiness Quiz and take 2 minutes to see how well prepared your organization is for an upcoming change.
Our Services
REMOTE Ready, a new book by Carrie Collins, JD, PhD that will be published in fall 2026, offers a timely and practical approach for navigating the evolving world of work, where connection, clarity, and trust must be intentionally built across distance.
From mid-level managers leading their first hybrid teams to senior leaders overseeing global operations, REMOTE Ready provides the tools, mindset, and confidence leaders need to lead with impact no matter where their teams sit. Published by Fast Company Press and grounded in real-world examples, the book offers clear, actionable strategies leaders can apply immediately.
Visit the REMOTE Ready page to learn how Carrie can help your organization close the gap between how your distributed teams work and how your leaders lead, so execution becomes clear, consistent, and scalable.
Remote Leadership Effectiveness
Most organizational change efforts struggle not because the strategy is flawed but because the organization is not ready to absorb, adopt, and sustain the change. A lack of readiness leads to delays, misalignment, resistance, burnout, and lost momentum.
H.O.W. will evaluate your organization’s capacity to successfully navigate change. A comprehensive evaluation across six dimensions of change, including leadership alignment, communication, employee sentiment, and cultural readiness, will help organizations be ready for an upcoming change.
Change Readiness Assessment
Leaders and teams navigating organizational transformation need ongoing support from experts well-positioned to avoid common pitfalls and create excitement for the change.
H.O.W. works with leadership teams to align priorities, strengthen communication, and ensure employees are prepared to adopt change. These efforts are focused on increasing employee and leadership engagement, as well as reducing resistance.
Change management support is critical for initiatives such as:
Change Management Consulting
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H.O.W. will implement a stakeholder engagement, communications, and training plan to make certain that any new technology is adopted successfully.
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H.O.W. will:
Prepare a detailed change management plan to address the structural change.
Examine current processes and tools and recommend ways to optimize operational efficiencies pre- and post-change.
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H.O.W. will:
Help to reimagine the organizational structure.
Facilitate the communications for layoffs, including sequencing, talking points, and written comms.
Craft a plan for post-restructure engagement for remaining employees.
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H.O.W. will lead a collaborative and transparent strategic planning process to identify and draft clear goals, strategies, tactics, and quantifiable metrics to reach the plan vision in the next 3 to 5 years.
Real Results
Award-winning food retailer achieved 11.8% year-over-year sales growth.
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Challenge: A lack of strategic direction made it difficult to focus efforts and grow sales.
Solution: H.O.W. crafted and implemented a comprehensive strategic plan anchored by an omnichannel growth strategy.
Result: Achieved 11.8% year-over-year sales growth
Change Management Lens: H.O.W. engaged and involved the broader leadership team in the strategic planning process, leading to a better plan, to the team serving as champions for the plan to the broader company, and to developing their leadership skills.
Non-profit free health clinic now has an objective approach to performance management.
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Challenge: Performance management process was unwieldy and too subjective.
Solution: H.O.W. analyzed the current process and created a completely new approach, including an auto-calculating performance evaluation tool, a detailed implementation timeline, and training sessions for managers on key elements of performance.
Result: Objective approach to performance management based on organization’s values, key competencies, and measurable job-specific goals; included quarterly evaluations during the year, frameworks to offer constructive feedback, and a unified approach to corrective action.
Change Management Lens: H.O.W. drafted clear messaging for the HR team and managers to articulate the business reasons for the new process at multiple points during the implementation.
Real estate/luxury retail company eliminated 10-15 hours of unproductive work per week.
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Challenge: Blurred roles and unclear decision-making led to too many meetings, duplicated work, and slow progress.
Solution: H.O.W. redesigned the organizational structure and clarified processes to improve accountability and workflow.
Result: Eliminated 10–15 hours of unproductive work per week.
Change Management Lens: H.O.W.’s recommendations were messaged to help leadership answer “What’s in it for me?” (known as WIIFM) - the primary question on employees’ minds during any change. The team therefore understood why changes were being proposed and how it would impact their specific roles and responsibilities.
Development team is successfully executing a $100 million endowment campaign.
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Challenge: New and long-tenured team members struggled to align on priorities and ways of practice.
Solution: H.O.W. developed a bespoke team-building retreat with sessions to establish group norms, strengthen listening skills, and identify key areas of success and opportunities for improvement in their work.
Result: The team is successfully executing a $100 million endowment campaign, transforming the corporate giving program, and advancing the growth of unrestricted revenue.
Change Management Lens: H.O.W. facilitated a discussion about techniques for managing resistance to change for the department and the organization as a whole, which also offered individual attendees a chance to reflect on their own potential resistance to change.
International industry association honed the leadership competencies of over 300 members.
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Challenge: Leadership training program had become stale and wasn’t addressing most pressing issues faced by leaders.
Solution: H.O.W. created and executed a multi-day leadership development conference focused on skill-building and relationship development, with tracks for mid-career and executive industry professionals.
Result: Over 300 people honed their leadership competencies and returned to their employers with new skills.
Change Management Lens: H.O.W. shared the key business reasons why the sessions were focused on particular aspects of leadership, which is a critical factor in getting people to implement change.
Housing non-profit invested in nearly 50 team members’ career development.
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Challenge: A cadre of successful, talented employees wanted to understand what career paths were available, and the organization wanted to retain and prepare this group for promotion.
Solution: H.O.W. prepared personalized Career Journey Maps for all participating employees using the 70-20-10 formula for professional development.
Result: Nearly 50 team members from this organization took part in the program, and leadership retained a significant number of those individuals.
Change Management Lens: H.O.W. emphasized the benefits of this new approach to career development with the employees, not only to the employees but to the organization as a whole.