Change Whisperer – Gail Severini, Symphini Change Management Inc.


New !! Model to understand Strategy Execution success

Outperfom model Gail SeveriniWhat comes after radio silence?

Something new.

It has been several weeks since I provided a blog post – I hope you have missed me a little and I hope the wait is worth it.

I am in the process of developing and publishing a new model to better understand Strategy Execution and what is required for success.

Here is the first public presentation, embedded in a presentation to The Conference Board of Canada’s annual Change Management conference on the topic “Is Change Management tactical or strategic?”.  Lots more coming.

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Is Strategy Execution the “new black”?

“All truth passes through three stages. First, it is ridiculed. Second, it is violently opposed. Third, it is accepted as being self-evident.” —Arthur Schopenhauer (1788-1860)

Strategy ExecutionAs the economy picks up again and as more growth and innovation strategies begin taking root again, the term “Strategy Execution” seems to be picking up steam, and formality.

What is this all about? Is this an approach whose time has come? Are organizations actually approaching execution in a systematic way? Or are consultants just promoting the next fad? continue reading here



What’s missing from Strategy Execution? (Strategy execution methodologies series. Post 5)

It’s a seductive challenge: strategic change may be the most exciting endeavour of an executive’s career. It compares with climbing Mount Everest―not everybody makes it on the first attempt, some don’t survive, but those who succeed are considered heroes.

The difference is that for most organizations committed to a strategic change, it is a business imperative. There is no backing down. Re-tries have additional risks.

We are not talking here about linear, progressive change, but rather 90- degree turns or even 180s―we are talking about the kinds of strategy that makes or breaks the organization’s future. This is the kind of change that is rocket fuel to start-ups like Facebook and LinkedIn; the elusive Fountain of Youth for dinosaurs like Kodak, Nokia, Canadian Pacific and JC Penney; and Buckley’s Cough Syrup for every organization in between.

Because strategic change is so complex and dynamic it takes years to develop successful, comprehensive approaches. Previous posts (links below) in this series have described early attempts such as Project Management and Change Management. Anecdotal information suggests that these have improved effectiveness and yet still there are gaps.

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Change Management Methodology (Strategy execution methodologies series. Post 4)

“Business is a machine made out of people” Bill Duane.

In Post 1 of this series, we established that strategy is “just another good idea” until it is implemented and churning out results, and that there is no single turnkey methodology for executing strategy. In Posts 2 and 3, we turned our attention to the “go to” methodology—project management—and explored the two dominant project management methodologies: The Project Management Institute’s (PMI’s) approach and PRINCE2. In this post, we’re going to look at change management and how it’s deployed.

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