Change Whisperer – Gail Severini, Symphini Change Management Inc.


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



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



What is the Board’s Role in Strategy and Strategy Execution? Post 2 of 3

Institute of Corporate DirectorsThis post is a continuation of notes from a fantastic panel discussion, “Growth Strategy—the Board’s Role,” run by the Institute of Corporate Directors.

On stage, board members represented major public- and private-sector organizations such as BCE, Bell Canada, Scotiabank, Loblaw, Shoppers Drug Mart, St. Michael’s Hospital, Sun Life Financial, Canadian Pacific Railway, Princess Margaret Cancer Foundation, and Imperial Oil. Bios are provided in Post 1. My own comments are indicated in italics. continue reading here



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