Jesse Jacoby, MBA, MComm
Principal

Jesse Jacoby has over 20 years of experience executing strategic initiatives and achieving business transformation goals. Previously with consulting firms Accenture and Booz & Company, Mr. Jacoby has helped dozens of clients - including several Fortune 500 companies - deliver successful people and change strategies across a range of initiatives. Mr. Jacoby leads the Newport Consulting program design and oversight service, with an emphasis in change leadership practices.  He has also led and contributed to several engagements focused on business integration and separation planning. Mr. Jacoby holds Bachelors of Science Degree in English and Journalism as well as a Masters of Communication from Shippensburg University of Pennsylvania.  He also holds an MBA from The Johns Hopkins University. He retains close ties with Johns Hopkins serving as Treasurer for the University's Alumni Council and sits on the Steering Committee of the Carey Business School Dean's Alumni Advisory Board.  Mr. Jacoby is based in Denver.  You may follow him on Twitter (@JesseJacoby) and Google+ (+Jesse Jacoby).

Emergent Insights is a periodic blog published on WordPress, covering topics ranging from strategy, operations, organization transformations, corporate communications, and change management.  read the blog

The People Imperative: Engaging Employees to Drive Strategic Business Initiatives

Principal Jesse Jacoby considers how many excellent change initiatives never get off the ground, stagnating just when they should be flowering. Why, after an enthusiastic start, do so many major change efforts—a new product rollout, international expansion, a new IT system—founder and organizations return to the pre-change state? It’s because companies focus disproportionately on the structure and technical aspects of the initiative itself and little else.

Adobe PDF (264kb)

Demystifying IT Organization Change Management

A recent Gartner survey found that companies under-invest in organizational change management. Companies allocate, on average, only 5% of the overall system implementation budget to the organizational change management effort. Principal Jesse Jacoby considers the Gartner recommendation that companies allocate an average of 15% of the program budget to organizational change management, inclusive of training — but more, if changes are significant or the corporate culture is more change-averse.

 Adobe PDF (257kb)

October 5, 2011 - Mobile Computing Offers Inroads to Executives, Profit Models for SAP Customers read the article on searchSAP.com