Resources Archive

STS Named to Forbes 2019 List of America's Best Management Consulting Firms

STS has been named one of Forbes America's Best Management Consulting Firms for 2019 - the third year in a row that STS has earned the honor.

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The America’s Best Management Consulting Firms ranking was created by Statista and is based on information gathered from over 7,500 consulting firm partners and 1,000 business executives.

Founded in 2004 and based in Chicago, STS strives to make a difference for their clients by preparing leaders for the most critical roles, challenging…

STS Named to Forbes 2018 List of America's Best Management Consulting Firms

STS has been named one of Forbes America’s Best Management Consulting Firms for 2018 - the second year in a row that STS has earned the honor.

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“Our mission is to support leaders and organizations,…

STS Named to Forbes list of America's Best Management Consulting Firms

For the second year in a row, Forbes has named Strategic Talent Solutions (STS) to their list of America’s Best Management Consulting Firms. STS is honored to be included in the group of 234 management consulting firms recognized by Forbes across 32 business categories. STS is recognized in the categories of Human Resources Consulting and Organization.

STS Names Mary Jo Rogers As Managing Partner

Strategic Talent Solutions (STS) is pleased to announce that Mary Jo Rogers has been named managing partner of the firm, effective March 31, 2017. She succeeds John Philbin, who stepped down after 14 years of service as managing partner. Philbin, a co-founder along with Ed Gubman, remains with the firm and continues to support STS’ longstanding clients and contribute as part of the firm’s leadership team.

Uptime Magazine, Dec/Jan 2013-Mission Critical Operational Reliability and Safety

 

How did the nuclear industry become safer, more reliable and more profitable while under heavy scrutiny and regulation? And what can other industries learn from this transformation?  Read Dr. Mary Jo Rogers’ article from the Dec/Jan 2013 issue of Uptime Magazine to learn the key answers to these questions.

Nuclear Energy Leadership: Lessons Learned from US Operators

The nuclear industry has quietly evolved over the past 30 years to become one of the safest and most reliable low-cost producers of electricity. 

Mary Jo Rogers timely book, Nuclear Energy Leadership: Lessons Learned from US Operators, provides helpful suggestions as well as useful tools drawn from the best of the nuclear industry. Dr. Rogers illustrates with convincing detail and relevant case studies how the lessons from the best nuclear operators can be applied to non-nuclear operations…

Coaching for Women White Paper

Our research shows that women executives will behave differently and be motivated differently than their male counterpoints in the workplace. Coaching for Women should be tailored accordingly.

Comprehensive Study of Nuclear First-Line Supervisor Effectiveness

The first-line supervisor (FLS) plays a critical leadership role in driving operational excellence in nuclear power plants. They bear primary responsibility for overseeing the actual work that is necessary for running and maintaining a nuclear power plant safely and profitably. An aging workforce, a projected wave of retirements and a shortage of experienced talent have prompted concern throughout the nuclear industry about the overall depth and quality of the leadership at the FLS level. The goals of this industry-wide study were (a) to identify the key leadership characteristics of the effective FLS, and (b), to leverage these findings to inform solutions and drive innovations (i) for selecting FLS who will succeed in management roles, and (ii), for accelerating the development of…

Mission Critical Oil & Gas Operational Reliability and Safety: Learning from the Transformation of Commercial Nuclear Power

The political, economic and regulatory atmosphere facing the oil and gas industry is similar to that faced by the nuclear industry in the aftermath of the accidents at Three Mile Island and Chernobyl. Despite intense regulatory oversight and public skepticism, nuclear performance improved substantially over the past 30 years. The nuclear industry completely transformed itself so that U.S. nuclear plants are the most productive, reliable and safest they have ever been. Our experience and lessons learned through our research program suggest that there are four keys to the nuclear industry’s transformation that can be useful to oil and gas: industry leadership of change, self-regulation—and the Institute of Nuclear Power Operations (INPO), the evolution of safety culture and transforming…

Evaluation of Leadership Teamwork Interventions at DTE Energy—Fermi 2 Nuclear Power Station

Commercial nuclear power site leadership teams face daunting challenges to keep their operating units running safely and reliably throughout the entire fuel cycle. Our experience and research on nuclear senior leadership teams tells us that there are steps teams can take to improve the functioning of the team and its ability to lead the station to perform. In partnership with internal organizational development and human resources at DTE Energy, STS conducted a series of team assessments and interventions that included a review of the effectiveness of the work. Results showed that the systematic approach to team building had a significant positive impact on the functioning of the senior team.

Written by Mary Jo Rogers and Colleen M. Walker

Components of Organizational Attachment and the Potential for Ambivalence

This study explores ambivalent organizational attachment as an asymmetry between the affective and cognitive components of organizational attachment. Participants responded to a number of affective and cognitive measures as they imagined how a fictitious employee described in the vignette would answer them. Results showed that affective attachment differed across the vignette groups except there were no differences between the ambivalent groups. These findings support the idea that affect may play a larger role in organizational attachment than does cognition. This lends credence to the conceptualization of affective/cognitive ambivalent attachment and lays the groundwork for investigations in actual organizations. This work could lead to organizational interventions to reduce…