Amy Cappellanti-Wolf is the former SVP & CHRO at Symantec, the world’s largest cybersecurity software company, based in Mountain View, CA. As CHRO, Amy leads the Global HR, Workforce Planning, Real Estate and Facilities organizations.
With more than three decades of experience leading companies across high tech, entertainment, and consumer products industries through complex transformations, Amy is a proven organizational design, development leader and executive coach focusing on talent as the key driver of business growth. Amy specializes in helping businesses survive and thrive while undergoing deep transformation. Her focus areas include Business Transformation and Change Management, Organizational Design and Process Management, Business Partnership, Communication Strategy Facilitation, and Diversity in Tech.
As CHRO at Symantec, Amy has successfully led the global organizational operating model, structure, change management and integration strategies for large-scale acquisitions and divestitures. She has led effectiveness strategies related to organization and people optimization, and delivered systemic program and metrics related to structure, workforce planning, talent, and real estate consolidation. She has delivered high-impact automation and predictive data analytics and reporting, reducing operating expense, while improving operational effectiveness.
Mindfulness as an Integral Business Practice
Amy believes that mindfulness promotes stability within ourselves — a way to discover, embrace, and expand the eye of our personal noise storm. With that calm, empathy can flourish, and we can radically transform our families, businesses, economies, and communities. She is working on an article on that topic which we are expecting to be published on Forbes next month.
Technology and its impact on HR's Effectiveness
Technology runs today’s workplace but what role does it play for a department that has the word “human” in its title? Racing through rapid-fire business acquisitions, Amy Cappellanti-Wolf had to find the best path to leverage technology without losing the focus on employees. In this session:
Navigating Change Management in M&A and Divestitures Through People.
Changes can range from rebranding company assets, ensuring employee alignment with the newly formed organization’s goals, to retaining key employees. Companies must also implement a comprehensive communication plan that addresses leadership, acquired employees, current employees, customers, and vendors. In this session:
Surviving and thriving throughout enterprise transformation.
Executive teams are facing multiple and complex demands arising from changing market pressures, disruptive technology, acquisitions and competition for talent. CEOs and their surrounding teams know that attention to top and bottom lines is crucial.
Today’s enterprise is a complicated, open and alive system that must keep adapting to change. Thriving through transformation requires prioritizing people throughout. In this session:
Developing a High Performance Culture That Enables Your Company to Grow and Thrive
According to LSA Global, a consulting firm specializing in culture and talent, companies that align culture with business have 58% more growth and 72% more profitability. They have three times the customer satisfaction, two times the customer retention, eight times leadership effectiveness and over 17 times more employee engagement.
Every culture is unique to the company and the culture reinforces the company when it is well defined. Yet, only companies that can relate their cultures directly to their business strategy will perform and grow. What role does culture play in the growth of a company? How can we enable culture to grow our business? What processes can we implement to ensure our culture optimizes our business strategy? In this session:
Keys to creating a diverse and inclusive workforce.
Most global businesses today have wide ranging customer sets, with multinational needs and solutions. Those that are well positioned for success will have workforce’s resembling the customer base and community as a whole.
Without diversity of thought and experience, the customer base cannot be understood or properly served. Diversity in the workforce and equal treatment are therefore prerequisites for any successful organization. In order to represent everybody -not just a segment of the employees, businesses must remove biases, get the best and brightest in the war for talent and embrace all the different benefits diversity brings for their customers. In this session:
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