Change Whisperer – Gail Severini, Symphini Change Management Inc.

Leading strategy? The business case for rejuvenation. Post 1 of 3

“Going faster and faster leads either to immediate lift off or eventually to a grinding halt. Slow down to go faster.”—Gail Severini

whale fluke March 14 with citationExecuting strategy is exhausting―both physically and emotionally.

It requires double-timing at very stressful and often long-term initiatives.

Everyone needs to find ways to re-charge, re-fresh, re-juvenate.

continue reading here

Optimizing internal and external change management (presentation and tip sheet)

At the Association of Change Management Professionals’ annual  conference last week, I participated on and moderated a panel of four great practitioners titled “Perks and Perils –  Optimizing Internal & External Change Management”.

ACMP logoWe developed a condensed 10-minute summary that would quickly convey our perspectives on:

  • 1. The current trend toward building in-house change management capabilities
  • 2. The nature of typical internal change management entities (3 models and 2 break through options)
  • 3. The different roles that external practitioners play
  • 4. Scenarios for optimizing internals and externals
  • continue reading here

“Organ rejection” and other reactions to consultants

“The whole is greater than the sum of its parts.”—Aristotle

yin and yang2.pngA couple of years ago I was working with a great team of consultants (externals) on a major strategic change for a national bank.

It wasn’t going well. Two change management practitioners had tried and failed before me to help the project get traction.

In a team meeting, one of the consultants complained, “It’s like organ rejection: they need us, we can help them, but they keep rejecting us.” continue reading here

Breakthrough innovation is uncomfortable―get through it. Post 2

“Be careful what you ask for cause you just might get it.” Refrain from “When I Grow Up” by The Pussycat Dolls

peppersMany organizations are chasing the “innovation” strategy.

We want all of the benefits, don’t we?

We want the shiny design, the “loyalty” of our clients, the envy of our competitors, and the bountiful revenue.

This is “hot” change. Maybe uncomfortably hot.

What price is the organization willing to pay?

What price are you, the leader, willing to pay? How about you, the employee? continue reading here