Kerry slumped at her desk in need of an organization development (OD) mentor. As a young OD consultant with her recently received master's degree in OD, Kerry is the only official OD person in her firm, Levelco. Having just left the CEO's office 5 minutes earlier, Kerry wondered if she was in over her head with the assignment the CEO Stanley just gave her. Apparently, Stanley heard about the success of "large group interventions" from other CEOs at a Wall Street executive meeting last week, and so he thinks "it would be a great idea to have large intervention here at Levelco regarding our new initiative." Kerry felt overwhelmed. Her success at Levelco and her past jobs involved OD projects on building successful project teams, dealing with executive conflict issues, and leading some technical pieces of strategic changes. Kerry's shortcoming is in the large group/search conference/OD summit work. At Levelco, Kerry's work has always been appreciated - she had been a welcome addition in many senior team issues, and even with up-and-coming young executives who appreciated her approach to change initiatives. But in her past OD work, and her 2+ years at the firm, she ran the OD department as a solo internal consultant, and her OD expertise proved measurably successful. Levelco, like so many Wall Street firms these days, was planning for change. A new initiative was being planned for a roll-out within a month. Like most Wall Street issues, any message of a failure regarding rolling out this change initiative would cause a rumble on Wall Street in these challenging times. Kerry was aware that failure was not an option, but if the CEO wants it, she must deliver the upcoming change initiative as a large group intervention.

Kerry quickly started to jot down some questions that would need answers: (a) What are the top ten tools and techniques required for this effort? How can she map out the timeline, and people power required for this effort; (b) Beyond large group interventions, are there particular approaches that can provide positive aspects to change, while still keeping a business imperative for Levelco; and (c) How can Kerry define success on this initiative? What data should she used to measure the outcomes? What advice can you provide.