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Crystal Lee is a Principal with Oliver Wight Americas working with clients to support and coach them through change management and business transformation. She is a mentor and educator who focuses on both the people side as well as the process side of change.
Crystal is currently working with companies representing a variety of industries such as automotive, industrial, medical device, and CPG; food, safety, and consumer products, assisting with design, implementation, and coaching of Integrated Business Planning and supporting processes.
Prior to joining Oliver Wight, Crystal held various leadership positions with power leader Cummins and healthcare leader Adventist Health System. While at Cummins, she led and supported multiple international deployments of Planning and Control and IBP, some of which achieved Class A. As Director, Synchronized Business Planning, Crystal was responsible for their Oliver Wight Integrated Business Planning and Planning and Control efforts in the Components business segment, covering 5 global business units across 20 manufacturing sites. She also had responsibility for change management, education, and engagement strategies focused on skill development, process design, and technology enhancements.
Before that, as Global Synchronized Planning Program Director, Crystal was the program lead for their Oliver Wight Integrated Business Planning initiative in the Turbo Technologies business unit across six global manufacturing sites. She led a global, cross-functional program team to introduce new business processes through diagnostics, design workshops, structured coaching sessions, process assessments, and gap-closure projects.
While at Adventist Health System, as Director of Implementation for their Talent Development Transformation, Crystal was responsible for managing the alignment between strategy, functional process design, system configuration, training, and change management to ensure the successful launch and adoption of new talent development process and technology.
Crystal has earned her Six Sigma Green Belt and has a BS in Psychology and an MA in Industrial Organization Psychology.
Crystal Lee recalls the day a professional friend asked for help. “Our CEO is losing patience,” he told her.
If you’re frustrated with your company’s Integrated Business Planning (IBP) process, download this new white paper from Oliver Wight.
Lee outlines a recovery approach that has been used successfully to get IBP implementations back on track.
IBP implementations do not have to fail. They can be resurrected, Lee writes.
“Improvement projects don’t have to fail,” Crystal Lee writes.
Crystal Lee is at a point of her professional career to look back at what she has learned. In a new white paper, she assesses why some improvement initiatives produce sustainable results – and why others fail.
Crystal writes about what needs to be in place to ensure success.
She talks about when not to invest in improvement projects. She tells of her experiences in establishing an escalation process for raising issues to senior leadership. She tells of creating multi-year glide paths for sustaining results and turning projects into legacies for the business.