Henry Foley is a Senior Partner at OMBI. Over the course of his career, Mr. Foley has had extensive consulting experience with major domestic and international service and industrial companies, public sector organizations, and family-owned and controlled businesses. He has assisted clients with corporate and family governance, leadership and ownership succession, family work relationships and conflict resolution, and business strategy formulation and implementation.
Since 1977, he has worked with a large number of business-owning/controlling families and their businesses, helping them restructure governance and work together more effectively, redefine their vision, strategies, service and operating concepts, and manage succession and transition. Using analytical tools Mr. Foley has developed in his consulting career, he has assisted top and senior management groups in family businesses develop the driving concepts behind their businesses, map and model their businesses, and identify key processes that drive customer satisfaction.
Mr. Foley has taught at Harvard and at MIT. His article, “Organizational Passages: The Seven Predictable Management Crises of Growing Companies – and How Successful Companies Solve Them,” was first published in 1984. He also was a contributor to Rosabeth Moss Kanter’s book, The Change Masters, and is currently working on a book on Family and Family Business governance with Dr. John A. Davis and Alan Heath.
Prior to joining OMBI in 1998, Mr. Foley was President and CEO of Gray Judson Howard, a strategy consulting firm, for 21 years. He is currently the Lead Family Facilitator in Harvard Business School’s Families in Business: From Generation to Generation executive education program, which examines pivotal issues facing family businesses.
Mr. Foley earned his Bachelor of Arts (cum laude), a Masters degree in Administration, Planning, Social Policy and Psychology from Harvard University.