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; stethoscope-like tools; 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.
Workshop for change & innovation practitioners
ORCHANGO president talks about our 1- or 2-day workshop titled "MAKING CHANGE & INNOVATION STICK — THE ESSENTIALS". This program is available both in-house and on an open-enrollment basis.
Where should we locate our innovation team?
A discussion with an intrapreneur got the author to think about the pros and cons of embedding an innovation team in a tech hub or similar innovation district.
Article first written for the People + Strategy blog of HRPS (USA). Also appeared on the blog of the Strategic Capability Network (Canada).
Innovation often an excuse for inept leadership
From the archive – Creativity requires discipline to be effective… Opinion piece written in the fall of 2005 for Canadian HR Reporter; later republished by India’s Effective Executive magazine.