Main Responsibilities of a Senior Manager Organizational Development at Global Entertainment Company
Elizabeth's role as a Senior Manager of Organizational Development is highly project-based, requiring "keeping all stakeholders informed and aligned," while simultaneously developing recommendations for initiatives such as team restructuring and change management. This involves a blend of stakeholder management, creating "recommendations and documentation," and continuous learning about industry best practices to inform their strategic contributions.
Project Management, Stakeholder Management, Organizational Development, Change Management, Strategic Consulting
Advizer Information
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Elizabeth DeVeny
Sr Manager, Org. Development
Global Entertainment Company
Cal Poly, San Luis Obispo
Hult Intl Business School, Master's International Business
Communications
Arts, Entertainment & Media
Human Resources (HR)
Worked 20+ Hours in School, LGBTQ
Video Highlights
1. Elizabeth's role is project-based, involving managing multiple projects simultaneously.
2. A core responsibility is stakeholder management, requiring frequent meetings and communication to maintain alignment and progress.
3. She develops recommendations for organizational improvements, including team restructuring, process redefinition, and change management strategies, requiring continuous learning and research of industry best practices.
Transcript
What are your main responsibilities within your current role?
My role is project-based. There's not a lot of typical work I have to do every single day.
Because I'm usually running five or six projects at a time, my main responsibility is to keep all my stakeholders informed and aligned around progress as we work through the solutions they need. So, lots of meetings is my main responsibility.
I need to be ready and on the ball for each of the groups I serve and help keep progress moving on these different things. When I'm not meeting with people or stakeholders, I'm coming up with our recommendations.
In organizational development, the projects I take on are usually things like restructuring teams, process work to redefine how a process should work within different teams or parts of an organization. Sometimes they involve change management.
For example, if a new technology or process is being introduced, we focus on how to transition employees over in a way that feels mindful, engaging, and encourages adoption.
So, a lot of times when I'm not in meetings or getting information to keep people informed, I spend time on my own creating recommendations and documentation. I also stay up-to-date on what's leading edge, what the market is saying, and what we're learning about the way people like to work and how teams should be structured.
This ensures I bring that expertise to the recommendations I provide. It's really those three things: managing stakeholders, coming up with recommendations, and learning about what's new out there.