Abbie’s opening presentation was terrific – great storytelling backed by empirical data. Her message on digital leadership was well received by our audience of CIOs.

Stephen Lamb, Chief Information Officer, British Columbia Institute of Technology (BCIT)

…Flawless, very engaging…! Abbie’s presentation was well received by our large audience of CIOs.

Jeff Mackanic, Sr. Director Global Awareness, Red Hat

Abbie addressed over 330 Raytheon employees at our IT Forum in Washington. She provided great value through her timely insights into the challenges IT organizations face. Bravo!

Rebecca Rhoads, Chief Information Officer, Raytheon Company

…Outstanding! Pulling off an engaging, professional executive panel is a real art. If you want it done well, I strongly recommend Abbie for the job

Max Mayer, Sr. Vice President, Pegasystems, on PegaWorld global user conference

…An amazing writer and storyteller, Abbie has the ability to extract the voice of the company and bring it to life in her work. This was especially important in the case study she wrote on the evolution of our company’s culture. Abbie felt like a member of our team. Her professionalism and thoroughness stood out.

Ricky Gradwohl, Director of Global Public Relations, Hitachi Data Systems

We worked closely with Abbie on an original research report investigating the role of the CIO at innovative companies. I have the highest respect and regard for her work.

Jeff Mackanic, Sr. Director Global Awareness, Red Hat

Abbie has been a contributing editor to Harvard Business Review Analytic Services since 2010 and has led some of our most important projects on business transformation. Her understanding of the confluence of technology and business is exceptional.

Alex Clemente, Managing Director, HBR Analytic Services

Contact Abbie to learn more or to book her for an event.

Contact Abbie

Latest Blog Post

Burn Your Communication Plan

We all know how hard change can be. Whether we like to admit it or not, every one of us performs at least some parts of our jobs on auto-pilot; it's more efficient for our brains to operate that way. That makes it hard to do things differently.

When leaders introduce a significant change without a lot of communication around what will be different, why it's happening (including connecting it to something that matters to each member of the team), and how the change will unfold, they shoot themselves in the foot. They inevitably encounter a lot of friction if not downright resistance to the change. In the best case, this slows things down. In the worst, this has led to multi-million dollar failures.

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  • Harvard Business Review
  • Hitachi
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