Jennifer Tomasik

Principal

Skills/Knowledge/Abilities
Recent Projects
Professional Facts

Selected Writing

For more than a decade, Jennifer has focused her academic and professional experience on health care. She believes that the challenges facing the industry require the input and commitment of all of its diverse players, many of whom rarely understand each others' interests and, as a result, do not collaborate or communicate effectively. What she enjoys most is bringing these stakeholders together to bridge the organizational and professional boundaries that often impede productive dialogue and strategic change. She specializes in designing strategy processes that get the right people in the room to talk about their most pressing issues in a safe and productive environment.

Jennifer's approach to consulting skillfully blends qualitative and quantitative analytics, organizational dynamics and the human impact of change. She helps clients prepare for strategic change by understanding how different groups are likely to feel about it and how to inspire them to support it. She believes it is critical for everyone in the organization to understand the strategy and what they need to do to translate it into a reality. Her work results in practical solutions that can be implemented relative to her clients' organizational capabilities and the readiness of employees and other key stakeholders to meet the challenges that lie ahead. Jennifer has applied these principles to clients beyond health care, including owner-led businesses, large corporations and some of the top universities in the United States.

Skills/Knowledge/Abilities

• Strategy with Top Teams - Works with leaders and their teams to set and execute direction
• Organizational Development - Builds capabilities that support strategic change
• Initiative Design - Knows how to pull together people and resources to support change efforts

Recent Projects

• For a national hospital system, designed and facilitated a multi-day strategic planning event for over 100 system executives, administrators and clinicians resulting in the organization’s first ever system-wide strategic plan.
• For a pharmaceutical company, designed and delivered innovative executive education programs for 300+ managed care medical directors, including an interactive case-based Web experience (11.5 hours CME) and bi-annual face-to-face events at The Wharton School of the University of Pennsylvania.
• For a $2 billion public health foundation, worked with the top team to clarify its strategy and how each team member could best contribute to the organization’s mission and vision.

Professional Facts

Master of Science in Health Policy and Management from the Harvard School of Public Health, concentration in management of health care organizations

Managed survey-research projects and clinical-quality measurement initiatives as a Health Care Analyst at Tufts Health Plan

Consulted to federal, state and locally-funded public health programs as a Program Coordinator at John Snow, Inc., an international public health consulting firm

Co-leader of CFAR’s Health Care Practice

Founding member of CFAR’s Negotiation and Telling the Strategy Story Focus Areas

Selected Writing

“Crafting an Effective Strategic Plan for a Department of Medicine,” (with A. Schafer and T. Gilmore) American Journal of Medicine, vol. 118 no. 3, March 2005, pp. 315 - 320.

“Consider All of the Players in Healthcare Negotiation,” (with M. Moussa) Healthcare Executive, vol. 19 no. 6, Nov/Dec 2004, p. 29.

“The Invisible Players at the Health Care Negotiation Table,” (with M. Moussa) Managed Healthcare Executive, July 1, 2004. Web Exclusive.