Change Whisperer – Gail Severini, Symphini Change Management Inc.


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



Change Management Conferences 2015

TeamworkIs your organization is embarking on a transformational journey or building a highly competitive and agile culture?

Are you looking to deepen or broaden your understanding and capabilities in Change Management?

Attending a Change Management conference is a great immersion experience.   continue reading here



Change is coming

drop of waterChange is always happening around us.

The arena of strategy execution, and all of its components, is morphing rapidly in response to our changing market conditions.

At opportune times each of us has the choice to respond, or not.   A new year offers tantalizing timing to do re-set trajectory.   Over the next couple of months you will see a few changes around here. continue reading here



The Strategy Execution Mindset

“Where you stand depends on where you sit.”―Nelson Mandela

“The overall name of these interrelated structures is system. The motorcycle is a system. A real system. …There’s so much talk about the system. And so little understanding. That’s all a motorcycle is, a system of concepts worked out in steel. There’s no part in it, no shape in it that is not in someone’s mind. I’ve noticed that people who have never worked with steel have trouble seeing this- that the motorcycle is primarily a mental phenomenon.” ―Robert Pirsi, “Zen and the Art of Motorcycle Maintenance”

The mindsets within which we approach any analysis of strategy execution approaches set up the criteria by we which evaluate them.  We all have mindsets and they usually function subconsciously.

What mindsets might underlie strategy execution success? Recently I sat down with one of my valued thinking partners, Brian Gorman.  Here is what we came up with: continue reading here



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.

continue reading here



Insights in Change Management—Interview with Kimberlee Williams, CEO, ignitem (Part 3 of 3)

Who do you seek out when faced with something new?

Someone who has done it before, of course. Leading and managing change is fraught with risk—nuanced, contextual, dynamic, and difficult to decipher.

Judgement is acquired over time and experience.

It is a rare opportunity to speak with a seasoned practitioner in change management and get his or her insights.

This is a continuation of the interview with Kimberlee Williams, CEO, ignitem. For Part 1 please click here; for Part 2 click here.

continue reading here



What are the real costs of “muscling through” change? The evolution of Change Management. Post 1 of 3

“If you do not change direction, you may end up where you are heading.”—Lao Tzu

crowbar There is a back-room mindset in times of change: “Change the people or change the people.”  It means either convince (or coerce) the existing staff to adapt to the new way of working or fire them and hire someone else.  This phrase has always irked me.

Looking for some objectivity and additional insight for this series, I partnered up with senior change practitioner, Jennifer Frahm. You may know Jennifer from her terrific blog “Conversations of Change.”

We applied ourselves to articulating why this mindset is a fallacy, to considering what leaders are doing instead, and then finally to whether advancements will actually make Change Management, as we know it, extinct.  continue reading here