ORCHANGO’s co-founder Edmond Mellina talks about our education session for Boards of Directors. It is based on the article “Change Management Has Changed: BOARDS MUST TOO” that Edmond wrote for the Director Journal of the Institute of Corporate Directors (ICD).…
PDF version of the article as it appeared in ICD's Director Journal.
Article written for the Director Journal, the official print publication of the Institute of Corporate Directors. ICD is the definitive ‘go-to’ resource for Canada’s directors and boards. With contributions from corporate directors Kathy Milsom (Greater Toronto Airports Authority), Alan Hutton (Aequitas NEO Exchange), Paul Cantor (QuadReal Properties), Poonam Puri (Arizona Mining) and Merete Heggelund (Standards Council of Canada, Allied Oil and Gas).
Edmond Mellina argues that the board must ensure that management hires “co-disruptive” leaders and also serve as a bridge between the new class of innovators and the organization’s legacy parts.
Google’s quest to crack the team excellence code brings the author back to his childhood – when his parents insisted on two simple rules for discussions around the dinner table. It turns out these rules are the keys to team success!
Article first written for the People + Strategy blog of HRPS (USA).
Model & case study to help build organizational change capacity… Edmond Mellina wrote this paper for Effective Executive, one of the flagship journals of IUP Publications (India). The theme of that particular issue was: “Powering on Potential”.
Paper overview: An organization cannot grow if it remains unwilling to change. The capacity to absorb change is the fuel that propels an organization forward and puts it on the path of progress. And this organizational capacity can be built by adopting the 4-stage model presented in this paper. Besides giving an overview of the said model, the paper also draws on a client case to explain how change management capabilities can be increased in the real world and how it helps an organization to reach its potential.