Staff profile

Julie is a leading international expert on change in organizations, particularly the engagement of people with business transformations. Before entering the academic world in 2006 Julie had a very successful career working as a business consultant for over 20 years in several profit and non-profit organizations, including PwC. At PwC Julie was responsible for organizational change and management development in a number of companies include Barclays, Shell, BBC, Lloyds, Reuters. Julie also worked with Vertex where she set up and led a commercial consultancy team. Her first role was with the British Council where she was the Development Consultancy for East Asia. 

Julie has published in a number of international journals on change in organisations. She is the author of several books including ‘Consultancy, Organizational Development and Change’, ‘ Managing and Leading People through Change’ (Kogan Page); Sustaining Change in Organizations(Sage) and ‘Employee Engagement for Organizational Change’ (Routledge) ‘Organization Development: how organizations change and develop effectively’ (Palgrave McMillan)and  ‘Reshaping the HR: the role of HR in organizational change’ (Routledge).  Her latest book, published in 2024 is 'People-centric Organizational Change' (Kogan Page).

An award-winning educator and researcher, Julie makes significant contributions through her teaching to the Business School’s Undergraduate, Postgraduate and Executive Education programmes.

Julie also works with global organisations to help improve their engagement of employees with business transformations.  Her recent work has included a global research and consultancy project on the leadership of change for the pharmaceutical company - Astellas - and the design and delivery of a series of masterclasses on leading change for Dell Technologies leaders across the globe.

Julie is a Principal Fellow of the Higher Education Academy, Academic Fellow of the ICMCI (International Council of Management Consulting Institutes)and a Senior Fellow of the Foundation for Management Education (FME). She is also a member of the editorial board of the ‘Management Consulting’ journal.

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• Sustaining change in organisations
• Engagement of employees with organizational change
• Impact of organizational change on people

Authored book

• Hodges, J. (2024). People-Centric Organizational Change: Engaging Employees with Business Transformation. KoganPage
• Hodges, J., & Crabtree, M. (2021). Reshaping HR: The role of HR in Organizational Change. Routledge
• Hodges, J. (2021). Managing and Leading People through Organizational Change: the theory and practice of sustaining change through people. (2nd). Kogan Page
• Hodges, J. (2020). Organization Development: How Organizations Change and Develop Effectively. Bloomsbury
• Hodges, J., & Crabtree, M. (2020). Reshaping HR: The Role of HR in Organizational Change. Routledge
• Hodges, J. (2018). Employee Engagement for Organizational Change: The Theory and Practice of Stakeholder Engegement. Routledge. https://doi.org/10.4324/9780429447419
• Hodges, J. (2017). Consultancy, Organizational Development and Change: A Practical Guide to Delivering Value. Kogan Page
• Hodges, J. (2016). Managing and Leading People Through Organizational Change: the theory and practice of sustaining change through people. Kogan Page
• Hodges, J., & Gill, R. (2015). Sustaining Change in Organizations. SAGE Publications
• Howieson, B., & Hodges, J. (2014). Public and Third Sector Leadership: Experience Speaks. Emerald

Chapter in book

• Hodges, J. (2017). To be or not to be an internal consultant. In G. Manville, & O. Matthias (Eds.), Management consultancy insights and real consultancy projects (65-74). Routledge
• Hodges, J. (2011). The role of the CEO and leadership branding - credibility not celebrity. In R. Burke, G. Martin, & C. Cooper (Eds.), Corporate Reputation: Managing Opportunities and Threats (181-198). Gower

Journal Article

• Hodges, J. (2021). A Framework for Consulting. Management consulting journal, 4(2), 52-55
• Hodges, J. (2021). Engaging Employees with Organizational Change. Journal of Financial Transformation, 52, 68-75
• Hodges, J. (2018). Consulting Capabilities for Organisational Change. Management consulting journal, 1(1), 5-6
• Hodges, J. (2017). Cracking the walls of leadership: women in Saudi Arabia. Gender in Management: An International Journal, 32(1), 34-46. https://doi.org/10.1108/gm-11-2015-0106
• Hodges, J., & Howieson, B. (2017). The challenges of leadership in the third sector. European Management Journal, 35(1), 69-77. https://doi.org/10.1016/j.emj.2016.12.006
• Hodges, J. (2017). Building capabilities for change: the crucial role of resilience. Development and Learning in Organizations, 31(1), 5-8. https://doi.org/10.1108/dlo-07-2016-0064
• Hodges, J., & Martin, G. (2012). Can leadership branding work in theory and practice to resolve the integration-responsiveness problems facing multinational enterprises?. The International Journal of Human Resource Management, 23(18), 3794-3812. https://doi.org/10.1080/09585192.2011.654235
• Hodges, J. (2012). The transition of midlife women from organisational into self‐employment. Gender in Management: An International Journal, 27(3), 186-201. https://doi.org/10.1108/17542411211221277
• Ashurst, C., & Hodges, J. (2010). Exploring Business Transformation: The Challenges of Developing a Benefits Realization Capability. Journal of Change Management, 10(2), 217-237. https://doi.org/10.1080/14697011003795685