Edmond Mellina, ORCHANGO’s President & co-founder, talks about our recent work at Toronto Community Housing Corporation (TCHC).
ORCHANGO president & co-founder Edmond Mellina will serve again this year as a judge for the National HR Awards presented by Canadian HR Reporter — a Thomson Reuters publication. Mellina has judged these awards since the inaugural year. “When we…
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.
Our co-founder & president's passionate talk at the last DisruptHR Toronto event. Fun & rowdy audience; no-nonsense Ignite format (20 Slides x 15 Seconds = 5 Minutes. That's it!).
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).…
The author reflects on a new research reports about the impact of artificial intelligence (AI). His prediction: AI will make internal politics nastier within management ranks.
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.
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.
A little story to illustrate the power of a 4-word sentence that should be in the toolbox of every change leader…
San-Francisco based Atul Dighe from Gartner recently presented at the Toronto chapter of the Strategic Capability Network. Following the event, ORCHANGO president & co-founder Edmond Mellina engaged in a discussion with four other members of the premier association. The discussion was featured on Canadian HR Reporter, a Thomson Reuters publication.
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-pace, constant and disruptive.