Gary Jusela

Gary Jusela has over 25 years of experience consulting to senior leaders, middle management, and frontline associates on large-scale organization transformation, individual leadership effectiveness, and the design of high-performance/high-engagement product teams and work environments. Jusela is devoted to equipping leaders and organizations to build sustainable futures through insightful research, clarifying dialogue and large-scale group engagement. Prior joining Executive Development Associates, Jusela was a Partner with Mercer Delta Consulting, based in New York and serving clients throughout the world with services in organization design, business transformation, leadership development and coaching. Jusela has designed and led large-scale change initiatives and global leadership development programs within the retail, media and entertainment, pharmaceutical, consumer product, technology, financial services, and manufacturing sectors.   Jusela has also served as Vice President and Chief Learning Officer of The Home Depot, where he was responsible for all learning initiatives for the 315,000-person home improvement retailer. He and his team created classroom, web-based, on-the-job, and large-forum learning initiatives to grow associates’ skills and understanding in leadership, product knowledge and business process improvement.

Before joining The Home Depot, Jusela was Chief Learning Officer of Lucent Technologies, where he led and transformed the 1,700-person organization responsible for all worldwide leadership, technical, sales, service, and professional development. He also served as Vice President of Organization Effectiveness for Cisco Systems and Chief Learning Officer for a $42-billion joint venture of Royal Dutch Shell, Texaco, and Saudi Aramco. At Cisco, he had responsibility for planning and orchestrating the CEO’s Global Leadership Conference for the top 600, launching a Global Directors’ Leadership Development Program, and managing all aspects of workforce and leadership development and company-wide internal communication. Within the oil enterprise, he designed the company’s learning system and knowledge management activities, managed an organizational effectiveness consulting practice, and designed an action-learning executive-development experience known as the “Leadership Laboratory for Competing in the New Economy.”

Jusela spent 11 years with the Boeing Company in Seattle, culminating in his appointment as Vice President of Organization and Executive Development. At Boeing, he had responsibility for facilitating the cultural integration of the company’s merger with McDonnell-Douglas; and he designed and launched the company’s Senior Executive Program and a series of large-scale interventions involving thousands of employees in cross-functional collaboration and working together partnerships among Boeing and its customers, suppliers, labor unions and regulatory agencies. Especially noteworthy among these activities were the successful launch of the 777 Airplane Program Team and the design of the Program Manager Development curriculum within Boeing’s Defense and Space Group. The 777 airplane program was used as a vehicle to both fill an important niche in the Company’s product portfolio and to create a radically new culture of collaboration. All stakeholder groups were brought together; new design technology was implemented across thousands of engineering personnel, and the company established a new model for managing large and complex product development.

Beginning his corporate career with the Ford Motor Company, Jusela designed and implemented multiple initiatives within Ford’s domestic and global operations to forward Employee Involvement, Quality is Job #1, and the establishment of a high-performance team-oriented culture. Building on the initial success of Ford’s Team Taurus, Jusela had responsibility for guiding dissemination of the vehicle platform and integrated product teams concept across the Car Product Development organization. He has presented his work on cultural change, executive education, and merger integration at numerous international and regional conferences, and he has published several articles and book chapters on large-scale strategic change and the design of learning architectures.

Jusela has served on the boards of the American Society for Training and Development, the Chief Learning Officer magazine, the Church Council of Greater Seattle, the Principals’ Leadership Institute for the Seattle Public Schools, and on the Service Quality Committee of the Group Health Cooperative. He presently serves on the Board Quality Committee of the Swedish Medical Center in Seattle. He received his MA and PhD in Organizational Behavior from Yale University and his BS in Psychology from the University of Michigan.

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