Full Name
James Williams
Job Title
VP, Innovation & Enablement
Company
Cancer Treatment Centers of America
Speaker Bio
A demonstrated thought leader and change agent, Jim is passionate about using data, technology, and design to reduce organizational complexity and unleash stakeholder capability. His work in this area spans a number of Fortune 50 companies as well as management consulting. At CTCA he works with leaders to generate respon-siveness to both patients and business challenges by re-wiring the “operating system” to enable the enterprise to translate its expertise and capabilities at speed. This encompasses stitching a digital thread through disparate systems to reduce friction and improve decision quality to more advanced forms of automation like NLP, ML/AI to mine valuable insights and RPA/Bots for delivering consumer grade experiences.
Previously to CTCA Jim worked for Fiserv a global FinTech leader. While there he helped rationalize a legacy portfolio of over 300 acquired businesses to optimize customer experience through org alignment, incentives, and talent refinement. Leveraging organizational network analysis, he helped uncover the hidden networks that drove or inhibited innovation and collaboration, and then facilitated interventions using d.Thinking to invite new behaviors.
Prior to Fiserv Jim worked for Boeing where he worked with C-suite, Board, and BU leaders to identify gaps be-tween Chairman’s 2025 strategy and current operations. He developed and delivered a framework to highlight areas in greatest need of modernization and risk of disruption. After board approval he worked with C-Suite own-ers on their functional transformations for both internal workforces and post M&A activities to better maximize talent, systems, and resulting designs for productivity and innovation.
Before joining Boeing Jim led General Motor’s strategy and transformation design efforts, his work included cre-ating differentiated organizational frameworks for core and growth businesses, enterprise-wide culture initiatives, embedded new mobility vision through senior leader working groups and product design workshops, and suc-cessfully led business cases for new systems to enable modernization of employee experience.
He also did pioneering work at IBM, in close partnership with their Corporate Strategy team, that helped guide the reorganization of its current operations as well as AQs. He provided the underlying analysis that ultimately pro-duced the “People Strategy” function; tasked with designing the future business/workforce model. Additionally, he designed and optimized global resource deployment, supported global business unit restructuring (both lega-cy divestiture and growth AQs), and was part of a core team that stood up one of IBMs largest growth plays.
Jim came to IBM from Booz Allen where he won the firms highest innovation award in their annual ideas festival. While there he both created assets for and delivered, evidence based strategies to companies at the C-suite lev-el. His work spanned organizational design, M&A, as well as business analytics.
Earlier in his career, Jim helped manufacturing clients with labor bargaining, business process reengineering and strategic planning. He also worked at Danaher corporation a renowned growth business that used lean manufac-turing to double in size every 4-6 years. While there he worked on post M&A projects and learned how to apply lean to organizational processes. One constant thread throughout his career is that he has been a developer of talent, who measures his success as a leader, not by those he leads, but by the careers he’s helped enable.
Jim earned his Masters of Labor and Industrial Relations from Michigan State University and a Bachelors of Eco-nomics with a Business emphasis from MSU as well.
Previously to CTCA Jim worked for Fiserv a global FinTech leader. While there he helped rationalize a legacy portfolio of over 300 acquired businesses to optimize customer experience through org alignment, incentives, and talent refinement. Leveraging organizational network analysis, he helped uncover the hidden networks that drove or inhibited innovation and collaboration, and then facilitated interventions using d.Thinking to invite new behaviors.
Prior to Fiserv Jim worked for Boeing where he worked with C-suite, Board, and BU leaders to identify gaps be-tween Chairman’s 2025 strategy and current operations. He developed and delivered a framework to highlight areas in greatest need of modernization and risk of disruption. After board approval he worked with C-Suite own-ers on their functional transformations for both internal workforces and post M&A activities to better maximize talent, systems, and resulting designs for productivity and innovation.
Before joining Boeing Jim led General Motor’s strategy and transformation design efforts, his work included cre-ating differentiated organizational frameworks for core and growth businesses, enterprise-wide culture initiatives, embedded new mobility vision through senior leader working groups and product design workshops, and suc-cessfully led business cases for new systems to enable modernization of employee experience.
He also did pioneering work at IBM, in close partnership with their Corporate Strategy team, that helped guide the reorganization of its current operations as well as AQs. He provided the underlying analysis that ultimately pro-duced the “People Strategy” function; tasked with designing the future business/workforce model. Additionally, he designed and optimized global resource deployment, supported global business unit restructuring (both lega-cy divestiture and growth AQs), and was part of a core team that stood up one of IBMs largest growth plays.
Jim came to IBM from Booz Allen where he won the firms highest innovation award in their annual ideas festival. While there he both created assets for and delivered, evidence based strategies to companies at the C-suite lev-el. His work spanned organizational design, M&A, as well as business analytics.
Earlier in his career, Jim helped manufacturing clients with labor bargaining, business process reengineering and strategic planning. He also worked at Danaher corporation a renowned growth business that used lean manufac-turing to double in size every 4-6 years. While there he worked on post M&A projects and learned how to apply lean to organizational processes. One constant thread throughout his career is that he has been a developer of talent, who measures his success as a leader, not by those he leads, but by the careers he’s helped enable.
Jim earned his Masters of Labor and Industrial Relations from Michigan State University and a Bachelors of Eco-nomics with a Business emphasis from MSU as well.
