Author: Kathy Roy

Kathy Roy has implemented business transformation and change management projects in complex organizations for over two decades. She has worked with major companies, both public and private, and with numerous business sectors in both Canada and the United States. She is part of Systemscope's Strategic Business Consulting practice.

Tooling with IM Enablers

Thanks to the ARMA-NCR Board and IM Community for a fun and thought provoking discussion earlier this month.

We discussed specific change management and business analysis tools that can be used by business and IM folks alike.  With foundational elements like organizational change and business processes, it’s not surprising that we have so much in common.
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How to Implement Lean Six Sigma in 5 (rather large but) Easy Steps

In my previous blog, we discussed the Lean approach to eliminating waste in work processes.  This conversation is extremely relevant and timely given the Government of Canada’s endorsement of Lean as the methodology of choice for streamlining work processes.  In fact many functional teams across Ottawa are already embarking on lean initiatives as part of their business improvement efforts, and/or in relation to Destination 2020 action plans. Now it’s time to discuss the Lean Six Sigma approach. read more

How to Implement Lean in 6 Easy Steps

Leaning processes are all about eliminating waste, and waste exists within all processes.  We all experience rework and lost time in our daily work, and there is a financial cost ($) and human cost (employee morale) associated with it. This is common knowledge.

What may not be as common is how to apply lean to your specific process.  Two questions immediately come to mind for me:  What are the main steps to take? And what are the key requirements for success?  I think that these questions are a good way to get the conversation started. read more

Define the future and Sponsor the transition

To lead organizations through constant change, the senior management team of 2015 must define the future and sponsor the transition.  In other words, they must connect ‘hard’ business strategy with ‘soft’ factors like employee engagement and culture. I’ve seen many management teams struggle to achieve the right balance.  With this in mind, I am offering five steps for consideration. read more

Collaboration: Are we actually achieving it?

Common definitions for Collaboration are:  To work with others to complete a task and to achieve shared goals; to cooperate with others with which one is not immediately connected (taken from Wikipedia).

These definitions are pretty basic.  Experience, however, has taught me that collaboration is a complex concept within most organizations.  read more

A Transformation Midterm Report

Organizations are implementing many complex changes concurrently and within short time frames. Senior leaders continually add new priorities to their organizational workloads, ensuring a perpetual state of transition. We continue to expect staff to deliver quality services and products to internal and external clients. It’s official, we have entered a state of being over-committed.

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Priority Agenda Items for Senior Leadership Committees

Through working within the public sector transformation over the past four years, I have witnessed the state of perpetual transition playing out across government departments and agencies with startling consistency. It’s no surprise that within the current climate, staff is struggling with the concept of a clear vision of the future.  When everything is in transition, and there appears to be no end in sight – this is a very common challenge.  read more

The Manager Dilemma: How do I lead others when I don’t even agree with the change myself?

Change management is fast becoming a competency required by managers given the amount of organizational change underway in the workplace.  In response, managers attend change management training that will transform them into effective advocates for change.  In theory, that sounds great.  In practice, I haven’t seen it work.  The problem lies in the assumption that managers fundamentally believe in the change or corporate direction.  What if they don’t?

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