Brandon Rogers

About Brandon

Brandon Rogers is a management consultant and integrated scholar-practitioner in the area of Organization Development and Change. He has significant expertise in the areas of cyber organizational transformation, software requirements engineering, strategic business planning, and technology implementation. He is an executive consultant with David Harkins Company, LLC.

Brandon is certified as an Executive Coach, Everything DiSC facilitator, Agile Practitioner, and Project Management Professional. He is also a certified facilitator of the Emotional and Social Competency Inventory (360° feedback) assessment.

He previously served as an Engineering Process Manager and Corporate Planning Business Strategist at Honda R&D, Americas, and held roles with Trapeze Software as a software implementation specialist and project manager.

Brandon holds a Bachelor of Arts degree in Industrial/Organizational Psychology from Kent State University and a Master’s degree in Positive Organizational Development and Change from Case Western Reserve University. He is currently a second-year student in the Doctorate in Organization Development and Change program at Bowling Green State University. 

Certifications

Recent Journal Publications

This article explores the interdisciplinary nature of organization development (OD) by examining the structure of a behavioral-based change management technique and similarities related to the field of systems engineering. Additionally, the concept of Agile tools and processes is explored as an integration point between OD and systems engineering to lay the groundwork for using a combination of the tools to stimulate innovation.

Finally, this article introduces an adaptation of the traditional software V-model explained step-by-step in the context of organization learning and innovation.

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COVID-19 created an unprecedented global health crisis and caused a rapid, global economic meltdown. Organizations of all sizes are scrambling to salvage workforces and adopting policies to protect employees from the virus. Talent development practices face new challenges as the world reckons with our altered COVID-19 pandemic reality. Organization leaders must think creatively to design the employment practices of the future.

In this article, we consider how changes in work environments are affecting employees and organization performance, examine how recruitment, training, onboarding, and developing talent present complex challenges that must be addressed for sustainability, and consider how talent development principles can enhance organization development (OD) practices.  Finally, we offer perspectives on employing OD principles and practices to facilitate workforce changes to maximize productivity and performance.

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