im21 principals

Barbara Kivowitz, Senior Partner

Barbara Kivowitz is senior partner of im21:innovation/measurement/21st century, a consulting group that helps organizations collaborate across boundaries, solve complex problems, and drive innovation and results. She is a Board member of Harvard Vanguard Medical Associates and an Overseer of MSPCA.

Recent projects have been in health care: change management with the state of Vermont for the implementation of health reform; developing a team learning approach to help a hospital shift to an EHR system; enabling an ambulatory health organization to grow their innovation capabilities. 

Barbara has expertise in: innovation, organizational development and change, team and leadership development, learning and knowledge, and cross organizational collaborative networks. Her clients include IBM, Novartis, Genzyme, General Motors, Sun Life Financial, PricewaterhouseCoopers, Harvard Vanguard, Lancaster General Hospital. She is currently involved as domain expert with a Silicon Valley technology company and was a Senior Research Fellow at Boston University’s Institute for Global Work.

Barbara was the chief organizational systems architect for Lotus Institute, an R&D group within Lotus/IBM that pioneered collaborative technology and learning solutions. She directed the innovation practice and was a lead contributor to the collaboration and networking practice areas. She researched and developed change methodologies for all areas. 

She was VP of R&D for the e-Teaming Company and designed solutions that used collaborative practices and technology to help them innovate and collaborate globally.

She wrote about virtual collaboration, technology enabled innovation, and knowledge management. She is co-author of The Manager's Pocket Guide to Knowledge Management. Her recent book is In Sickness As In Health

Her background is in organizational development and psychology. She speaks three languages and holds graduate degrees from Simmons College and Harvard University.

Salvatore Rasa, Senior Partner

Sal Rasa has been active in communication, media, and collaborative learning events within business, arts, and education for over thirty years. He is dedicated to the belief, that the overall health of an organization or a community is a direct reflection of that organization’s ability to communicate.

PBS Television has presented Where Words Prevail, a documentary he co-directed and produced about the work of Cicely Berry C.B.E., and Voice Director of The Royal Shakespeare Company. The film offers an intensive look at the power language has to bridge differences. He is developing a second iteration of the project in collaboration with Queen Mary University of London, Theater For A New Audience in New York, The Royal Shakespeare Company, and Nos do Morrow in Brazil. The focus of the project is to develop a worldwide community of teachers who will teach other teachers, the values of Where Words Prevail. The phrase comes from a Thomas Kidd Play, The Spanish Tragedy, and preceded Shakespeare by fifty years. “Where words prevail not, violence prevails".

Sal has spent the last year, consulting to The State of Vermont on health care transformation focusing on strategic communication and management imperatives.
He has consulted to companies in a variety of industries, including Merck, Schering-Plough, Schlumberger, Abbott Labs, Lancaster General Hospital, BMW, GM, Ford, Nabisco, IBM, Symantec, Omnicom, American Scandia, Citigroup, UBS, BAM (The Brooklyn Academy of Music), The Walker Arts Institute and Théâtre du Châtelet in Paris.

He was a senior communication consultant at Watson Wyatt and served as Vice President of Global Communication and Business Transformation for Maritz Performance Improvement Company. Sal was chosen to contribute a chapter to a collaborative book on the business value of social knowledge, recently published by IGI and Minot University, called Social Knowledge: Using Social Media to Know What You Know.

He is fully conversant with cutting edge social networking tools and measurements to help build community. At Parsons Center for Design, Sal facilitated student - driven innovation by directly working with client businesses. He has taught at Brooklyn College of the City of New York.

While at Maritz, Sal worked with global teams facing constantly changing business models. He was the lead consultant to IBM and co-authored the baseline cultural change documents for IBM’s first hybrid marketing channel, developed global CRM learning methodologies for several years, and led the IBM/Maritz team’s company-wide business transformation communication strategy. To accelerate worldwide re-engineering and cultural change, Sal conducted studies of IBM’s integrated supply-chain communication, global software, and helped develop the company’s early intranet.

He has also led community-driven neighborhood initiatives to advocate for decent treatment of people facing the powerful influences of highly funded real estate developers.

Richard Weissberg, Senior Partner

Richard Weissberg’s latest consulting engagement has been with the state of Vermont — helping the state incorporate change management into the implementation of their statewide, integrated, health reform initiative and to create the design of it’s Universal Transfer Protocol

Weissberg is a hybrid who has worked at the intersection of technology, human behavior, and planned change since 1981. As a hybrid, he understands and can manage the usually separate disciplines of business strategy, the dynamics of organizations and teams, and the diffusion of technology; and he has leveraged his interdisciplinary expertise as the foundation for a career of technology-based innovation.

His first job after receiving degrees in computer science and operations research at MIT was working on the NASA space shuttle, literally as a rocket scientist. Many friends and colleagues wondered why, four years later, he left that dynamic position to go back to MIT (the Sloan School) for an MBA. The answer was that he found himself even more fascinated by why his shuttle team was so successful than he was by the technology itself. At Sloan he concentrated in “Planned Technological Change,” the dynamics of organizations, groups, and teams; and what makes technology-based innovation take root.

After Sloan he held increasingly responsible management positions in the software industry, leading in the early nineties to serving as vice president of IT at Lotus Development Corporation, where he was responsible for the global rollout of “groupware” to the company that many say invented groupware. This initiative involved a high degree of behavior and culture change and required cross boundary influencing, coordination, and collaboration, along with a large scale, staged rollout of complex technology. He also served at Lotus as director of international product management, where he played a global role aligning marketing strategy and product development among teams in Cambridge, Asia, and Europe. Within Lotus he represented the voice of the global customer; externally he frequently spoke at conferences around the world, proselytizing about the merits of using technology to work together in new ways.

He left Lotus to form, with two partners, the Jacobson Group, a strategic technology consulting firm where he was head of the team development and knowledge management practice serving such global corporations as IBM, DuPont, and Novartis. Key to the Jacobson Group’s success was their focus as much on the process and people side of innovation as the technology side – they used email, the internet, social networking, other collaborative tools, and iterative process development to teach their clients to work in new, innovative, and adaptable ways. The boutique firm never had more than thirty people, but it was highly profitable. The partners sold their company to Interliant in 2000, and stayed on for a transitional period of just over two years.

For the last several years Weissberg has divided his time between angel investing and continuing to help clients in diverse industries gain competitive advantage through planned technological change, collaborative technology, and new ways of working. He also divides his time between home bases in Boston and San Francisco.

He has two black belts in Taekwondo. He speaks three foreign languages badly, but with excellent pronunciation.




Terrence O'Malley, M.D., SME consultant with particular interests in transitions of care, longitudinal coordination of care and the exchange of standardized health information.

Dr. O'Malley is an internist/geriatrician with an active nursing home practice at the Massachusetts General Hospital where he provides daily clinical care, supervises trainees, and conducts research on improving transitions of care and the exchange of clinical information at transitions. Until 2014 he served as the Medical Director of Partners HealthCare at Home and as the Medical Director for Non-Acute Care Services within the Partners HealthCare System. He currently sits on the Partners network level steering committees for Palliative Care, Readmissions, Quality Measurement, and co-chairs the Transitions of Care Committee.

At the State level Dr. O'Malley is the co-principle investigator and evaluation lead of a project funded by the Office of the National Coordinator for Health Information Technology (ONC), IMPACT- Improving Massachusetts Post Acute Care Transfers, which measures the effect of the electronic exchange of essential clinical data the time of care transitions and its impact on the utilization of healthcare services. He also co-Chairs the MA Health Data Consortium Transitions and Care Coordination IT workgroup and sits on the state-wide Care Transitions Steering Committee.

At the National level,, he co-chaired the Long Term and Post Acute Care Workgroup within the ONC Standards and Interoperability (S&I) Framework and was one of several Leads on the Longitudinal Coordination of Care (LCC) and the LCC Pilot Work Groups. These groups created the standardized data sets required to exchange a home health plan of care between the agencies and the certifying clinician, as well as the components required for safe transitions of care and the exchange of a longitudinal care plan between all acute and post acute care providers. He is one of the leads on the newly established eLTSS ONC S&I Framework Work group which will define the exchange standards with long term service and support providers.Shopping for Safer Boat Care (International Marine/McGraw-Hill, 1997), an analysis and rating scheme of the environmental and health effects of 100 marine products.

He is a member of the National Quality Forum's (NQF's) Care Coordination Steering Committee for the Care Coordination Measure Endorsement Maintenance project, is on the Board of Directors of the Long Term Quality Alliance, and is a member of federal Health Information Technology Policy Committee Advance Care Models and MU Workgroup.

Michael Krigsman, Senior Consultant

EO of consulting and research firm Asuret, is an international authority on creating IT project success and related CIO issues. He has written one thousand posts on enterprise software, cloud, CRM, ERP and alignment between IT and lines of business. In addition, Michael has created thought leadership reports for major analyst firm, IDC, on project portfolio management, CRM, social business, and cloud computing. Michael has been mentioned over 700 times in important blogs, newspapers, television, trade publications, presentations, academic dissertations, and other media.

He has also been quoted in almost 20 books and has written on social business for the Wall Street Journal CIO blog. Michael has worked with companies such as SAP, IBM, Lotus, and many others to create consulting tools, methodologies, and implementation strategies related to business transformation success. He often attends and presents at enterprise software conferences and has presented to Harvard University, Babson College, University College London, Boston University, and Suffolk University.

Glen Mohr, Senior Consultant

Founder of Mohr Collaborative, Glen Mohr is an expert on organizational learning for innovation. He leads high-profile innovation leadership programs for Fortune 50 clients, engaging global teams of young executives in turning ideas into practical, customer-facing solutions and achieving consistently extraordinary financial returns from the resulting new products and services. He holds a Masters from Harvard with a concentration in Technology in Education and a BS in Architecture from the University of Virginia.

Prior to starting Mohr Collaborative, Glen was President of The Otter Group where he ran the Global Markets Innovation Program for Merrill Lynch as well as developing numerous e-learning, communications and collaborations projects. The company was a leader in integrating collaborative and Web 2.0 technologies into learning and innovation programs for such corporate and higher education clients as Harvard University, MIT, CDM and Sutter Health.

Glen has extensive experience in media production including six years at the Massachusetts Corporation for Educational Telecommunications where he developed innovative and successful models for technology-enhanced collaborative learning and produced over 200 live television programs while guiding scores of cultural, scientific, and educational institutions in their first forays into distance learning. Glen also served as product and syndication manager for, a provider of web-based publishing tools.
Glen has taught cases on strategy, innovation, customer centricity and performance culture for Harvard Business School Publishing. He has published and presented about collaborative technologies and innovation, including a chapter on building community and collaboration with blogs in Collaborate for Success: Breakthrough Strategies for Engaging Physicians, Nurses and Hospital Executives