cfar_team_consultant_bing_debbie

Debbie Bing

She/her/hers

President and Principal

Tel: 617-301-8244

Cell: 617-610-3677

dbing@cfar.com

Debbie Bing, President and Principal, began at CFAR as a Project Consultant in 1998, became an Associate in 1999, and a Principal in 2006. Her assumption of the Presidency in 2016 represents the shift to CFAR’s Second Generation of Leaders. Debbie is also a member of CFAR’s Board of Directors and co-leads the firm’s Family Enterprise and Owner-Led Business practice. As a second-generation owner of CFAR, she draws on personal experience in working through the dilemmas of strategy and succession.

Debbie views conflict as a useful starting point for a productive exchange about organizational priorities and performance. She has led negotiation teams in the Middle East and in Eastern Europe, and uses that expertise to help business leaders and executive teams in family businesses, entrepreneurial organizations, universities, associations and foundations to build collaborative approaches to their most pressing business challenges. She is especially skilled at helping clients make decisions and implement change in highly politicized, emotionally charged environments as they manage the multiple pressures of mission, performance, culture, competencies and competition. Her methodology brings all appropriate players into the process of generating options, making decisions, and committing to a plan so that they “own” the solution.

In 2019, Debbie was elected Board Chair of the Family Firm Institute (FFI), where she was previously honored as a Fellow in October 2014 and from which she earned both the GEN and Advanced Certificates in Family Business Advising.

She is an experienced speaker and has presented to groups including FFI, the Council on Foundations, the International Society for the Psychoanalytic Study of Organizations (from which she won The Bridger Award in 2008 for her paper, “Crowding Out the Space: The Weakness of a Strong Leader”), the Northeastern University Center for Family Business, the Healthcare Business Women’s Association and numerous Boston area business groups. In addition, she has been published in People & Strategy Magazine, and has had several articles in Family Business Magazine.  She is also member of the Board of Directors of E4TheFuture, a member of the Professional Advisory Committee of the Boston Foundation, and an adjunct faculty member at D’Amore-McKim School of Business at Northeastern University.

Debbie holds a Bachelor of Arts in Political Science and Peace and Conflict Studies from Haverford College and a Master’s of International Law and Diplomacy from the Fletcher School at Tufts University.

PUBLICATIONS

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Making the Case: Why Should Employee Development Be a Priority for Healthcare?

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089

Building the New Management Team – Chapter 10

leadership-successiongilmore
088

Accelerating Systemness Through Shared Vision and Culture

, , culture healthcare organizational-change-and-alignmenttomasik
087

Strengthening Organizational Effectiveness and Readiness Through Leadership Transitions

, , , healthcare leadership-succession wharton-healthcare-quarterlyhugill tomasik
086

Briefing Note: Board-Staff Dynamics and Natural Entry Points for Connection

governancecfar-team
085

The Important Role of Strategy in Leadership Transition

, , , , healthcare leadership-succession strategy-development-and-implementation wharton-healthcare-quarterlyhugill tomasik
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083

Organizational Learning and the Leadership Skill of Time Travel

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082

Following a Founder—Issues of Transition and Continuity in Family-Owned Businesses

, family-enterprises-and-owner-led-businesses leadership-successioncfar-team
081

Governance Refresh for the Future

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080

Unleashing Ideas is Hard Work: Innovation in Multigenerational Families Will Keep Your Business Relevant

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Tapping the Potential of Healthcare’s Workforce Crisis

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078

The Workforce Crisis is an Unignorable Moment for Healthcare

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077

The Value of Coaching in Academic Medicine

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076

Affirming Post-Acute Leadership

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075

Leadership Learning Through Disruption: Reflections from a Convening of Association CEOs

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074

Calibrating Culture for a Healthcare Merger

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073

Opportunities Within “Adaptive Recovery”

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072

What Leaders Can Learn From Feeling Like A Middle

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071

Strategic Alignment for New Initiatives

 

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070

Family Meetings Move Online

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069

What Doesn’t Show Up on the Bottom Line Counts

boston-business-journallevin
068

The Gold Medal

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067

Riding the Tiger: Preventing Company Leaders From Failing

, boston-business-journal leadership-and-top-team-developmentlevin
066

Effective Business Leaders Know Change is a Constant

, boston-business-journal organizational-change-and-alignmentlevin
065

Business and Community: A Valued Partnership

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064

Building Relationships Boosts Company Morale

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063

One Hundred Years and Still Rising

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062

“Creating Pull” for Patient Ownership of Care

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061

Stronger Than the Sum of Our Parts: A Collaborative Balance: Interprofessional Education in Clinical Settings – Part 5

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060

Stronger Than the Sum of Our Parts: Training Different Disciplines Together – Part 4

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059

Stronger Than the Sum of Our Parts: Creating a Level Playing Field – Part 3

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058

Stronger Than the Sum of Our Parts: Introduction and Principles of Effective Interprofessional Collaboration in Healthcare – Part 2

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057

Stronger Than the Sum of Our Parts: Introduction and Principles of Effective Interprofessional Collaboration in Healthcare – Part 1

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056

Part 3 — Superfluidity: Engaging Resistance to Pick Up Speed in Healthcare

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055

Leading Leaders on the Way to Becoming a “Superconducting” Healthcare Organization – Part 2

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054

A Roadmap for “Superconducting” Healthcare Organizations – Part 1

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053

Part 3: From Patient to Partner – Making Room for the New Provider Role

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052

Part 2: From Patient to Partner – Creating Pull for the Shift to Population Health Management

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051

From Patient to Partner – Engaging Patients in the Paradigm Shift to Population Health Management

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050

Build a Family Social Contract That Will Strengthen Succession

, , , family-business-magazine family-enterprises-and-owner-led-businesses leadership-successionbing smith
049

Matching Donor Interests with Problem-Centered Academic Programs

, higher-education-and-research strategy-development-and-implementationhirschhorn
048

Developing a Shared Language for Shared Work — Collboration in Interprofessional Teams

, , , healthcare organizational-development wharton-healthcare-quarterlygallagher tomasik
047

The Fundamental ‘Gives’ and ‘Gets’—The Basics for Effective Collaboration in Healthcare

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046

Where is the “I” in Team? Why Collaboration Matters in Healthcare

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045

Creating Value Together—Collaboration Between Physicians and Administrators

, , , healthcare organizational-change-and-alignment wharton-healthcare-quarterlygallagher tomasik
044

Joint Ventures: A Fast-Track Strategy for Growth

, family-business-magazine family-enterprises-and-owner-led-businessesdrozdow
043

Family Firm Institute — Interview with a Founder: Drozdow

family-enterprises-and-owner-led-businessesdrozdow
042

Learning from the Crisis

, healthcare wharton-healthcare-quarterlydornfeld
041

Action Learning—Improving Organizational Performance through Team Learning

organizational-developmentcfar-team
040

Briefing Note: Strategy Planning vs Strategy Making

strategy-development-and-implementationcfar-team
039

Differences a Day Can Make

non-profitgallagher
038

Culture as a Strategic Asset in Healthcare

, , , culture healthcare wharton-healthcare-quarterlydornfeld tomasik
037

Propulsion: Turning Strategy Into Action Quickly – Superconducting Part 4

, , strategy-development-and-implementation wharton-healthcare-quarterlygallagher tomasik
036

Pointers for Leaders in the Pandemic

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035

Making the Bet on Population Health Pay Off: Realizing ‘Systemness’ Through Shared Purpose and a Collective Strategy

, , , healthcare strategy-development-and-implementation wharton-healthcare-quarterlygallagher tomasik
034

Lessons from the Field: Promising Interprofessional Collaboration Practices

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033

The Artful Work of Governance

, governance wharton-healthcare-quarterlytomasik
032

The Challenges of Strategy and Leadership in Higher Education

, , , , higher-education-and-research leadership-and-top-team-development strategy-development-and-implementationdornfeld gilmore hirschhorn
031

The Importance of Aligning Vision, Mission, and Strategy in Fast-Changing Healthcare Environments

, , healthcare strategy-development-and-implementation wharton-healthcare-quarterlytomasik
030

The Importance of Linking Leadership Succession, Strategy, and Governance

, , , governance leadership-succession non-profit strategy-development-and-implementationgilmore
029

The Power of Negotiating in a Family-Owned Business

, family-business-magazine family-enterprises-and-owner-led-businessesbing
028

The Power of “Small Leadership”

leadership-and-top-team-developmentgilmore
027

Leading in a Virtual Reality

, , , leadership-and-top-team-development wharton-healthcare-quarterlygallagher helzner tomasik
026

Managing in the New Team Environment – Introduction

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025

Making a Leadership Change – Part 1 Overview

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024

Creating Systemness: Eight Practices to Make Integration Work

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023

Creating a Culture of Value – Part 1

, , , culture healthcare wharton-healthcare-quarterlygallagher tomasik
022

Coaching 2.0

, , , coaching healthcare wharton-healthcare-quarterlylevin tomasik
021

Mindfulness and Executive Education

higher-education-and-researchgilmore
020

Ideas in Philanthropic Field Building

, non-profitgilmore hirschhorn
019

Developing Healthcare Leadership in Turbulent Times

, , , healthcare leadership-and-top-team-development wharton-healthcare-quarterlydornfeld tomasik
018

Developing Leaders in Turbulent Times

leadership-and-top-team-developmentgilmore
017

 Making the Bet on Population Health Pay Off: Realizing “Systemness”

, , , , healthcare organizational-change-and-alignment wharton-healthcare-quarterlygallagher oppenheim tomasik
016

Creating Sustainable Change Through Backcasting

organizational-change-and-alignmenthirschhorn
015

 Moving the Culture from Individual Heroics to Systemic Value Creating a Culture of Value – Part 2

, , , , culture healthcare wharton-healthcare-quarterlygallagher oppenheim tomasik
014

Children’s Reactions to Stress

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013

Tools for Effective Transitions Using  Large Group Processes

, organizational-change-and-alignmentbing gilmore
012

The Softer Side of Governance

governancedrozdow
011

What is Continuity?

family-enterprises-and-owner-led-businessesdrozdow
010

Imagined Conversation

, family-business-magazine family-enterprises-and-owner-led-businessesdrozdow
009

 The Emergence of Family Enterprise as a Global, Multidisciplinary Field

, family-business-magazine family-enterprises-and-owner-led-businessesdrozdow
008

 Avoiding “Governance Creep:” Time to Reconsider Your Governance Structure?

governancedornfeld
006

 The CORE Collection

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005

 How to Face Philanthropy’s Hardest Question

, , family-business-magazine family-enterprises-and-owner-led-businesses non-profitbing
004

 The Moment You Can’t Ignore: Introduction

, culturedornfeld oconnor
003

 How to Manage Behind the Scenes Power Players

, family-business-magazine family-enterprises-and-owner-led-businessesbing
002

 The Weakness of Strong Leaders: Crowding Out Space for Collective Purpose

leadership-and-top-team-developmentbing
001

 Beyond Structure: Planning for A Future – and a Family – That You Can’t Predict

family-enterprises-and-owner-led-businessesbing

Consultants

cfar_team_consultant_bing_debbie

Debbie Bing

cfar_team_consultant_gallager_carey

Carey H. Gallagher

cfar_team_consultant_husereau_katelyn

Christopher Hugill

cfar_team_consultant_portnof_daniel

Tina Le

cfar_team_consultant_oppenheim_lynn

Lynn Oppenheim

cfar_team_consultant_smith_todd

Todd Smith

cfar_team_consultant_white_caleb_e

Tom Bonner

cfar_team_consultant_gilmore_thomas_v1

Thomas Gilmore

cfar_team_consultant_husereau_katelyn

Katelyn Husereau

cfar_team_consultant_levin_richard

Richard Levin

cfar_team_consultant_pierre_daphnie_

Eliza Orleans

cfar_team_consultant_white_caleb_e

Alex Steenstrup

cfar_team_consultant_white_caleb_e

Connor Champigny

cfar_team_consultant_helzner_megan

Megan Helzner

cfar_team_consultant_white_caleb_e

Jessica Hutchison

cfar_team_consultant_miller-paul_sara
Sara E. Miller
cfar_team_consultant_pierre_daphnie_

Daphnie Pierre

cfar_team_consultant_tomasik_jennifer

Jennifer Tomasik

cfar_team_consultant_dornfeld_barry

Barry Dornfeld

cfar_team_consultant_hirschhorn_larry

Larry Hirschhorn

cfar_team_consultant_white_caleb_e

Erin Konkle

cfar_team_consultant_miller-paul_sara
Victoria Nessen
Jason Pradarelli

Jason Pradarelli

cfar_team_consultant_white_caleb_e

Paul Walters

cfar_team_consultant_drozdow_nancy

Nancy Drozdow

cfar_team_consultant_hirschhorn_larry

Lauren Howard

Megan Laufman

Megan Laufman

cfar_team_consultant_oconnor_malachi

Malachi O'Connor

cfar_team_consultant_white_caleb_e
Iman Qazi
cfar_team_consultant_white_caleb_e

Caleb E. White