Category: Change Management


Navigating friendships between colleagues: Advice from two office besties

As we continue to work from home due to COVID-19, we’ve realized how much we miss our office space. It’s not only a place where we gather to punch the clock, it’s a place where we argue over where the best pizza spot is, host taste tests to determine whether organic is better than conventional fruit and have indoor snowball fights. Yes, we have done all of these recently.

We are Lisa and Evelyn, and we have decided to talk about our friendship, the benefits of office friendships and how workplaces can support them, as well as some of the lessons we’ve learned along the way.

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You are not working from home, you are at home during a crisis, trying to work

There is a lot of discourse about working from home right now. It’s understandable, COVID-19 has forced us to embrace working virtually from home offices.

This is not ordinary remote work. Traditional work-from-home scenarios have been up-ended as people try to simultaneously juggle work, family and self-care under a higher amount of stress. Some days are better than others.

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Results-oriented thinking: Is it really providing the right results?

The release of the Auditor General’s 2018 reports highlight that “the federal government has a culture problem that makes meaningful change difficult.”  Part of this is due to the fact that “politicians think from election to election, which can undermine public servants’ efforts to bring in a longer-term plan.” This drives a culture of short-term thinking that places more emphasis on trying to prove quick results rather than on trying to change the inefficient ways of working. read more

Government Transformation: HBR research and perspectives

As a partner of a strategic consulting firm working with the Government of Canada on major transformation initiatives, I take great pride in leading a Learning Organization, intent on researching, developing and actively sharing our intellectual property, methodologies and knowledge.

To continually challenge our way of thinking and connect the dots between our learning resources, methodologies and service offerings to our clients, I often read the Harvard Business Review (HBR), whose articles are as foundationally relevant today as they were 25 or even 50 years ago.   Recently, I was prompted to think about the state of managing in a time of change when reading a recent HBR article that claimed 83% of Public sector re-orgs fail (Making Government Re-Orgs Work April 2017).  Given the current flux related to new strategic approaches directed by the GC Policy on Results, what can we learn to enhance our likelihood of success on government transformation initiatives? read more

Are we ready for workplace transformation?

In today’s modern world, change is underway within our workplaces. In the public sector, more and more employees want flexible schedules, better technology, and employers are struggling to attract and keep new talent. Moving forward, what role does government, its organizations and every individual play modernizing workplaces?

Here are some of my thoughts about the role we all play in workplace transformation.

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Top 8 Reasons Why Workplaces Need Millennials

Every generation has faced its mountain of criticism and negative stereotyping. It shouldn’t come as a surprise that the millennial generation (approx. age 16-34) is no different.  This criticism seems to reach new heights when the generation clash occurs within the workplace.  This is nothing new as the value of ‘experience’ usually clashes with the value of ‘new ways of doing things’. read more

Applying the Lean for the Public Sector Certificate in my daily work

I recently completed a Certificate in Lean for the Public Sector at the University of Ottawa (which has now changed to the Certificate in Lean Management). The certificate consists of five courses focused on problem solving using scientific approaches, establishing proper support for the project, tools to ensure successful implementation and an elective course on leading through transition.

After each completed course (spread across 10 months), I noticed some gaps between what I was learning and what I was experiencing in my daily work. Here are some of my main observations: read more