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Board education session about the new nature of change

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).…

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Change management has changed: BOARDS MUST TOO

Change Management Has Changed: BOARDS MUST TOO

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.

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Back-and-forth on Jeanne Meister’s SCNetwork presentation

Back-and-forth On Jeanne Meister’s SCNetwork Presentation

New-York based Jeanne Meister, co-author of the bestselling book The Future Workplace Experience: 10 Rules For Mastering Disruption in Recruiting and Engaging Employees, recently presented at the Toronto chapter of the Strategic Capability Network. Following the event, ORCHANGO president & co-founder Edmond Mellina engaged in a back-and-forth with four other members of the premier association. The discussion was featured on Canadian HR Reporter, a Thomson Reuters publication. The title of the article stemmed directly from one of Edmond’s comments.

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Teamwork: Google’s data shows that sensitive beats smart

Teamwork: Google’s Data Shows That Sensitive Beats Smart

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).

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Powering on change management potential

Powering On Change Management Potential

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.

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A customer-focused culture for market leadership and innovation

A Customer-focused Culture For Market Leadership And Innovation

Stories about companies losing their market dominance often concentrate on the technology-disruption angle (e.g. how Apple’s iPhone destroyed Nokia’s mobile business). The same is true when new players shake entire sectors (e.g. how Uber’s app is causing havoc to the taxi industry). However, the story of Airbus Helicopters in North America reminds us that market leadership – and innovation – is first and foremost about customer focus.

Article first written for the People + Strategy blog of HRPS (USA). The Strategic Capability Network (Canada) also published the article on its blog.

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Give a change stethoscope to your managers

Give A Change Stethoscope To Your Managers

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.

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Design thinking 2.0 – When innovators become change leaders

Design Thinking 2.0 – When Innovators Become Change Leaders

Although design thinking traces its roots to the late sixties, the discipline entered the business world a mere decade ago. According to Tim Brown and Roger Martin, two respected thought leaders in the field, the time has come for design thinking to go to the next level.

My take on it: it is all about the need for innovators to think like change leaders – whether they are working on super complex or relatively simple innovations.

Article first written for the blog of HR People & Strategy (USA). Also appeared on the blog of the Strategic Capability Network (Canada).

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Co-presenting with client CEO at a conference

This playlist features short clips from the 35-year anniversary conference of the Strategic Capability Network. ORCHANGO’s president Edmond Mellina co-presented a client case − “The TSSA Story” − with Michael Beard, the CEO of TSSA (Technical Standards & Safety Authority). After the formal presentation, Edmond and Michael sat down for an in-depth discussion with the audience of HR executives.

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