He has published or contributed to management articles in Fortune, the Wall Street Journal, Quality Progress, and Quality Management in Healthcare. He is the co-author of Making Quality Work (Harper Business, 1993) and lead author of the best selling book The Power of Alignment (John Wiley & Sons, Inc.1998) as well as Rapid Realignment: How to Quickly Integrate People, Processes and Strategy for Unbeatable Performance,(McGraw Hill, 2012). EBSCO Publishing named Rapid Realignment one of the top management texts of 2013.
Dr. Labovitz has presented keynote addresses to diverse audiences such as world congresses on quality in Singapore, Jerusalem and Euro-Disney to national meetings of the American Hospital Association and the American College of Healthcare Executives. He has delivered numerous presentations to the annual meetings of ODI’s international customer base, which includes 12 of Fortune’s 20 top companies. He has twice been the plenary speaker at the annual meeting of the Federal Quality Institute, and has made presentations to the command structure of the United States Navy, Air Force and Coast Guard.
ODI was twice named to Inc. magazine's list of the 500 fastest growing privately held U.S. companies. AT&T, Federal Express, Procter & Gamble and British Airways are among the leading corporations served by ODI. Government clients include the U.S. Navy, U.S. Army, U.S. Coast Guard, Environmental Protection Agency, U.S. Air Force, and the U.S. Postal Service. ODI was chosen by the United States Postal Service as the Quality Supplier Award Winner in the small service company category from among 60,000 suppliers. ODI's healthcare division provides Continuous Quality Improvement services to over 240 medical centers in the U.S. and Europe.
Dr. Labovitz received Boston University's highest teaching award, the Metcalf Cup and Prize, which is awarded to the outstanding teacher from among the 2500 member faculty.He has been a Distinguished Visiting Lecturer at the Naval, Air Force and Army War Colleges. He has served as National Consultant in Administration to the Surgeon General of the Navy as well as the Surgeon General of the Air Force. He has also been an advisor on alignment to the Chief of Naval Operations.
He frequently serves as a faculty member in executive programs at Boston University, the Naval Postgraduate School, The Defense Acquisition University, University of North Carolina as well as the Harvard Business School..He holds a BS from Boston University, an MBA from Boston College, and a PhD from Ohio State University. Prior to his graduate studies, Dr. Labovitz served in the U.S. Air Force with the rank of captain, and was a pilot and aircraft commander.
- Influence Without Authority
Influence without Authority program prepares your managers, professionals, team leaders, and project managers to be successful champions of "quality" and move comfortably across functional lines, rally others behind their ideas, and exercise influence— even in situations in which they have no formal authority. Getting work done in organizations today requires people to work across departments. Often someone needs another person to do something for him or her, but that person doesn't report to the individual. Influence Without Authority provides tools and techniques to gain cooperation. Program Highlights Include:
-Overcome organizational and interpersonal barriers when implementing change
-Apply influence skills to make change
-Gain support for organizational improvement from bosses and peers
-Build win-win alliance with other departments
-Advance cross-functional improvements through collaborative approaches
- Quality Advantage
The Quality Advantage prepares people in all functions and at all levels of your company to become effective participants in total quality management (TQA). It teaches the concepts of work as a process and internal customers and suppliers, and provides tools so that individuals or groups can get into alignment with their internal customers to better meet their customers' needs. The program provides tools to measure the suppliers' ability to meet their customers' needs.
- Managing for Productivity
Labovitz focuses on the human side of productivity improvement, capitalizing on the consultants that are already on your payroll - your employees. He describes the management and supervisory practices and systems that energize and mobilize the workforce, including keys to motivation, styles of leadership, and creating and managing teams.
- Healthcare Challenge
The great challenge faced by healthcare management today is achieving organizational alignment and focus in the face of constant change. Several world-class healthcare organizations, facing multiple problems, have focused on the process of organizational alignment to achieve their objectives. Labovitz discusses the key competencies that these organizations must have in order to achieve and maintain their goals.
- The New Leadership
The New Leadership prepares your executives, managers, supervisors, team leaders, and project leaders not only to cope with change but to harness the power of change to achieve key organizational objectives. It teaches leaders the competencies of shaping culture, achieving alignment, gaining commitment, and integrating their organization. Target Audiences: Executives, Managers, Middle Managers, Supervisors, Team Leaders and Project Leaders. Program Highlights Include:
-Harness the power of change to achieve key organizational objectives
-Achieve positive change by utilizing your organizational culture's strengths and weaknesses
-Focus and align your organization towards successful implementation of its critical goals and objectives
- The Power of Alignment
What is Rapid Realignment? The ability to rapidly realign is a critical competency that enables you to integrate strategy, people, customers and key processes. Aligned organizations enjoy greater customer and employee satisfaction, and produce superior results to stakeholders. Aligned companies focus people and their work on key goals. They de-emphasize hierarchy, and distribute leadership by distributing authority, information, knowledge, and customer data. In an aligned organization, every employee—from the executive suite to the loading dock—understands the strategy and goals of the business; and everyone knows how his or her work contributes to them. In today's complex, changing world, alignment must be achieved rapidly.