#NimbleVlog Episode 2 — ORCHANGO's president & co-founder Edmond Mellina shares the story of how he realized that change management is essentially a political game (fortunately, this aha moment occurred early in his 30-year career in the corporate transformation business).…
#NimbleVlog Episode 1 — A few days after the massive climate rally in Montreal (Canada), ORCHANGO's president & co-founder Edmond Mellina reflects on the success of young Swedish activist Greta Thunberg's movement. He highlights a key take-away for corporate leaders…
The intent of this manifesto is to help launch a ‘co-disruption movement’ so that established organizations can better fend off their respective Uber or Airbnb!
In the article Change Management Has Changed: BOARDS MUST TOO, I explained that established organizations (as opposed to start-ups) desperately need leaders who take a highly collaborative approach to disruption from within. I call these special talents the co-disruptors.
The problem is that effective co-disruptors are few and far between. To make matters worst, the good ones tend to be underleveraged. For example, they are assigned to roles in which they cannot fully work their magic.
As a result, established organizations are too slow to tackle the transformation imperatives of our digital era. They are struggling with the new nature of change which is fast-paced, constant and disruptive.
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).
The critical role that direct managers play during change – both upstream and downstream – cannot be overemphasized. They represent the real keystone of organizational change. However, managers have no time, nor need, for the kind of tools favored by internal change consultants and project teams. What do they really need then? Three things: a very concise overview of your model; a stethoscope-like tool; and better influence and “light-politics” skills.
Article first written for the People + Strategy blog of HRPS (USA); and subsequently featured on SmartBrief, a content aggregator which selects “only the most important industry developments from more than 10,000 major media outlets, regional newspapers, trade publications and blogs”. The Strategic Capability Network (Canada) also published the article on its blog.