Kathy L - K.L. Hagen



Kathy L. Hagen

(860) 823-7400 Mobile



kathylhagen@

Key Accomplishments

• Developed trusting relationships with high-level clients that have lasted more than ten years, and resulted in the success of numerous global intellectual capital and management consulting projects.

• Designed and implemented a scaleable suite of processes and training tools to identify, codify, and transfer deeply-held critical knowledge across geographic, cultural, organizational, and functional boundaries for a Fortune 100 Company during a multibillion-dollar acquisition.

• Designed and implemented a process and system, and led a global team in the identification and assessment of intellectual asset management procedures and tools within a recently merged pharmaceutical company, and developed process recommendations and a technical roadmap to meet future business needs.

• During a $9 billion pharmaceutical acquisition, developed and implemented processes to transfer critical knowledge from the acquired company to the acquiring company, including the training of 500 internal employees to implement the knowledge transfer and integrate change management techniques and methods, such as the Bridges model for change.

Experience

KLHagen, LLC

Minnetonka, MN

Principal, Intellectual Capital Solutions July 2004 – Present

Specialize in solving client challenges by identifying, transferring and applying the critical knowledge needed for sustained success. Work with a range of companies from Fortune 500 to mid-sized organizations, especially those in transition owing to growth, acquisition, downsizing, or shifts in market focus. Use a network of global specialists to identify client challenges and work with them to develop ideas and define solutions to meet those challenges. Along with overall management consulting and coaching, products and services include strategy development; identification; valuation and transfer of intellectual capital; knowledge transfer; organizational effectiveness; and program, project, and team effectiveness. Develop products and services and intellectual capital, client service, and marketing, as well as define and lead the consulting team best suited to work with each client.

• Facilitated the creation of a knowledge management strategy for a medical device firm for the transfer of deeply held expertise from seasoned technical experts to the broader organization. Developed the processes, implemented a pilot, and trained internal resources to reapply the processes in other scenarios. Created a plan to ensure sustainability of knowledge transfer, which resulted in better reporting, sharing of contextual history for key decisions, and enhanced vigor of critical thinking within the organization.

• Led a multiphased effort to create a knowledge management strategy to help meet the business goals of a large health insurance company. The strategy included creation of a reusable document management process and competencies, development and implementation of processes for lessons learned and communities of practice, definition and implementation of pilots for document management and lessons learned, and creation of the competencies for an internal knowledge management consulting group.

• Led an engagement to review, revise, and make recommendations for future use and renewal of a guidebook to drug filing for a multinational pharmaceutical company.

• Created and implemented a process for identifying and transferring critical deeply held knowledge of a long-tenured retiring senior executive at a global pharmaceutical company, including a knowledge transfer plan to enhance and build on the succession plan developed by human resources.

• Created and implemented an internal consulting skills course, including a one-day overview and part- or full-day modules focused on such areas as contracting, project planning, setting client expectations, project management, managing project portfolios, diagnosing client issues, developing recommendations, project completion, and lessons learned. Implemented for a Fortune 50 global research and manufacturing organization.

• Developed a marketing, communications, and customer service plan for an online smoking cessation program. Developed a strategy to enhance customer satisfaction among current clients, such as managed care organizations, and to attract new clients.

• Provided one-on-one coaching with top-level executives within the technology and information areas of Fortune 100 companies and followed up with reference materials, exercises, and thought partnership.

• Worked with a Minneapolis-based contracting firm to assist clients in setting knowledge management strategies and to create knowledge transfer practices.

Deloitte & Touche, LLP

Minneapolis, MN

Sr. Manager, Intellectual Capital Solutions 2001 – July 2004

Created and led a global practice focused on the identification, management, use, and valuation of intellectual assets for Fortune 100 companies across geographic, cultural, and functional boundaries. Developed multidisciplinary products, marketed services, identified opportunities, developed relationships with high-level clients, trained and managed consulting staff, oversaw large global project teams, and managed revenue.

• Created and implemented a business plan for the practice, including resource needs, timelines, revenue expectations, market segments, and communications plans. Influenced firm leaders to provide backing for the new service line. Recruited, hired, trained, and managed managers and consultants. Implemented the business plan and generated nearly $3 million in revenue within three years.

• Developed a suite of products and services, including training, communication materials, and tools, for identifying and transferring of deeply held, critical knowledge during organizational transition.

• Developed a process to identify and assess global intellectual asset systems and processes; increase collaboration between scientists, researchers, and attorneys; and ensure standardized inputs to patent database, which substantially increased client’s ability to reuse patent data. Developed and implemented training on the process for all consultants and clients. The process and systems were used by a Fortune 50 pharmaceutical company to assess and combine intellectual assets during acquisition of two multibillion-dollar pharmaceutical competitors.

• Designed and implemented training on all products and services for both internal consulting staff and external clients, as well as "Train the Trainer" processes for client use.

• Created methods and training for organizational "playbooks" to assist clients in identifying issues and learning from both internal and external best practices and to create a structure for continuing improvements. Implemented a playbook within a multinational pharmaceutical company to improve their ability to work with regulatory bodies in many nations and the European Union, and to bring drugs to market faster, thus significantly enhancing cash flow. Project won company awards and is credited with facilitating the process of bringing three drugs to approval. Also helped another client develop a merger and acquisitions playbook to assist a global company in learning from, improving, and enhancing the success of its subsequent M & A activity. The playbook is now a reference for global M & A process improvement.

• Created processes and systems around knowledge continuity, integrating with business continuity plans for Fortune 50 clients. Knowledge continuity allows clients to identify knowledge flow and map knowledge networks, enhancing their ability to sustain productivity and retain critical knowledge during transition or crisis.

• Worked with internal Deloitte national team as they developed the Deloitte intranet, which served as a communications and learning hub. Also facilitated the integration of Deloitte and Touche and Deloitte Consulting. Helped developed intranet look and feel, content and communications plans, branding, change management, and also ensured all Deloitte employees had immediate intranet access.

• Served on various Deloitte leadership teams, including target client teams, strategic legal services leadership team, and life science congress development team.

Pfizer Global Research & Development

Groton, CT

Asst. Director, Exploratory Development Informatics and Intellectual Property 1998 – 2001

(EDIS and IP)

Provided internal consulting and support to the Intellectual Property Group. Developed a knowledge management plan for the Exploratory Development Functional Area at Pfizer. Led the Computer Systems Validation Group, as well as the Organizational Development Group within EDIS.

• Worked with global human resources and organizational effectiveness to implement the tacit knowledge transfer processes that eventually led to a corporate function focused on knowledge transfer and retention. Developed training program to train internal and external practitioners.

• During Pfizer’s first global acquisition, developed the method and plan to identify best in class IT systems and processes for the Informatics groups for the merged company, including inventory, assessment tools, budgetary and resources requirements, and measures of success. This method was used in later acquisitions.

• Developed integrated lessons learned in Informatics teams for both the Informatics Group and their clients and designed a knowledge database.

• Oversaw the creation of computer systems validation and 21 CFR part 11 compliance strategies and remediation and implementation plans; also determined budget, staffing, and internal client satisfaction.

• Identified priorities and plan for the Intellectual Property Group within Research & Development, including the creation and approval of a multi-million -dollar budget and resources.

• Created a competency model for Global Informatics, allowing each role to have standardized job description, coaching, performance improvement, and career advancement. Developed training for global group to implement the competency model, including behavioral and assessment skills.

• Created training and knowledge plans for Global Informatics, and developed just-in-time training modules that included knowledge, skills, and behaviors.

Computer Science Corporation, Index (CSC Index)

Philadelphia, PA

Principal, Life Sciences Knowledge Management Practice 1996 – 1998

Developed and led the Global Knowledge Management Practice for Life Sciences within CSC Index.

• Developed and marketed knowledge management processes and tools for the life science marketplace. Created detailed business and marketing plans, hired, trained, and managed staff, and worked within CSC to influence the firm to include knowledge management in their client efforts. Determined budget and resourcing plans, developed marketing and training materials, and designed presentations and promotional materials.

• Within first year, generated over $1.2 million in revenue globally. Worked 75 percent of the time in Europe, including the U.K., Sweden, Switzerland, France, Germany, and Denmark.

• Developed learning frameworks for a multinational agricultural business, including the internal organization of the knowledge management staff, teaching consulting skills and implementation skills to work with various internal client groups. Held workshops with the functional unit to share learning and best practices, and to increase innovation.

• Worked with a Swedish multinational pharmaceutical company to integrate physical learning space into newly created buildings and refurbished working spaces. Determined measures to review how the space might affect the learning environment.

• Created team knowledge transfer processes and tools for clients to implement in all types of global product teams. The processes were successful and were then implemented throughout client marketing teams.

CSC Index Affiliate

KlHagen Inc, President and Owner 1995 – 1996

Created and led a management consultancy focused on the transfer of critical knowledge, integration of change management, and the use of knowledge to identify and solve essential business problems in Fortune 100 companies. Worked 80 percent of the time with CSC Index, specializing in pharmaceuticals, financial services, and manufacturing.

• Designed and implemented one of the first intranet-based best practice knowledge systems in pharmaceuticals. The system was targeted for new global team leaders and included information for the U.S., Europe, and Asia. Built in Netscape beta version, the system integrated best practice behaviors needed for change.

• Created training and knowledge transfer processes for a global clinical trials tracking system, integrating lessons learned and training sessions around the globe.

• Worked with team to develop a global project management system for large-scale projects in a pharmaceutical environment. The system interfaced with the best practice system to allow team members and leaders to learn as well as teach as they progressed through the project.

Professional and Civil Activities

Secretary, Twin Cities Knowledge Management Forum (TCKMF)

Member, Drug Information Association (DIA)

Member, Society of Learning Organizations (SoL)

Education

Mankato State University, Mankato MN

Vestoppland Folkehogskule, Brandbu, Norway (Scandinavian Seminar)

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