Change Whisperer – Gail Severini's Blog


Strategy and Strategy Execution Conferences 2016

conference-chairsAs the world changes, is your Strategy and Strategy Execution keeping up?  Is your organization effectively transforming to outperform your competitors?

Conferences are a great way to tap into thought leadership and innovation.

Here’s a little more motivation – from Strategy&’s “Research on the Strategy Execution Gap”:

  • “46% of respondents say they’re concerned their company’s strategy isn’t bold enough and that “the goals it sets aren’t high enough for us to win.”
  • “A majority of executives – 55% – say they are concerned that their company “is not focused on executing our strategy.””.

continue reading here



Change Management Conferences 2016 – Eating our own dog food

Dog tastes delicious foodIf it seems like change is endless … well it is endless.  Maybe we should think of it as evolution instead.

For the last 5 or so years the general theme has been “we live in a VUCA world, how can we change faster?”

Hopefully in the coming years we will adapt our own view towards “Embrace ‘new normal’ – let’s adapt our organizations accordingly”.

Will we eat our own dog food?  What are the trends and hot topics this year?  Check out the conference agendas listed below.  

continue reading here



Exclusive Preview: “Exploring the relationship between OD and CM” Wiley publishes Oct 19th

“It is not our differences that divide us. It is our inability to recognize, accept, and celebrate those differences.”—Audre Lorde

Practicing Organization Development 4th Edition cover

Beneath the surface of professional dialogue there are a few hot “political” topics.

A while ago I stumbled onto an online discussion between Organization Development (OD) practitioners.

This suddenly explained the guardedness that I experienced in conversations with “them” around Change Management (CM). continue reading here



What’s new 2015?
June 2, 2015, 8:44 pm
Filed under: - About Us

where's waldoPresentations

  • “Project Managers are makers and Change Managers are shakers”, Global Knowledge Management webinar, SlideShare, May 30 2015

Blog posts – on LinkedIn

Continue reading



What can Pixar teach us about innovation and change?

“Since change is inevitable, the question is: Do you act to stop it and try to protect yourself from it, or do you become the master of change by accepting it and being open to it? My view, of course, is that working with change is what creativity is all about”. Ed Catmull, “Creativity, Inc.: Overcoming the unseen forces that stand in the way of true inspiration”, Random House Canada, 2014.

Creativity inc book image AmazonI start a lot of books these days but I don’t finish that many. I just finished this one and I have to say, it was worth it.

“Creativity Inc” is a story about drive, determination and creativity and how leaders build and sustain a culture of world class innovation.  It is about the application of important change management principles, even if not called out as such. Most of the middle of the book addresses pragmatic approaches that Catmull used at Pixar that every company can modify and apply.

We can learn a great deal from their journey. Start-up innovation might be the most difficult class of “change”.  It involves constantly transforming so as to invent a future that is completely uncharted territory.  Here are a few highlights that resonated with me.  Continue reading



Is Change Management falling short on Enterprise Change?

missed targetAs noted in the previous post, “Enterprise change vs project change”, we are having a vibrant discussion in the Organizational Change Practitioners Group on LinkedIn on whether change management is serving Enterprise change adequately.

The dialogue is being shaped by many experienced practitioners. continue reading here



Enterprise Change vs Project Change

raining changeDo you see Enterprise and Project change differently? Do you deal with them differently?

The reality of most organizations is that there are multiple strategies run by multiple divisions / leaders (most independent of each other) and these are broken into multiple Portfolios, Programs and Projects (also often run independent of each other).

The effect is that change “rains” into the organization from all of these separate initiatives. continue reading here




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