Andrew Atkins currently serves as the Chief Innovation Officer of Interaction Associates.
Mr. Atkins brings thirty years of experience in management and education to his work with clients. Prior to joining Interaction Associates, Mr. Atkins was a leadership and organization development and human resources executive with Bank of America and Fleet Bank. He has consulted to MIT on the application of large-scale change methodologies to the military. Mr. Atkins led the Organization Effectiveness group at Genuity, where he was responsible for the design and delivery of leadership and management development, performance management, succession planning, organization development, and change management activities for the company. Prior to Genuity, Mr. Atkins led human resources organizations and change efforts at Arthur D. Little and Fidelity Investments.
As an organization design and development consultant with Mercer Management Consulting, Mr. Atkins worked with organizations internationally in industries including financial services, chemicals and pharmaceuticals, transportation, manufacturing, publishing, and education to design and implement changes in strategy, structure, and processes. Mr. Atkins has published articles on change management, quality, and human resources strategy. Mr. Atkins is an adjunct professor at Babson College in Wellesley, MA, where he teaches the MBA course in Leading and Managing Change. Mr. Atkins has an MBA from Columbia University where he was a Goldman Sachs Fellow. He has an MA from the State University of New York at Stony Brook and a BA from Hofstra University where he was elected to Phi Beta Kappa.
Content Featuring Andy Atkins
This interactive session will help you learn more about how trust is created and sustained in organizations— and how high levels of trust impact financial performance and the discretionary effort of employees. In addition, you will learn ...Read more
Now in its fifth year, Interaction Associates' 2013 annual research on trust (in partnership with HCI), shows some remarkable findings about the behaviors and elements of trust high performance organizations rely on to drive business results, promote engagement, and increase profit.
Today, both employees and managers find themselves in a place of tepid confidence while simultaneously feeling an overwhelming need to remain positive and focused on future growth and productivity. Research has demonstrated that a critical element to achieving sustainable business success - especially during tough times - is organizational trust, which fosters organizational leadership and collaboration.