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THE INTERVIEW

Moira Bell. It was very interesting getting to know Moira

better both on a professional and personal perspectives. She truly is
a Change Management passionate, and she carries that passion in
all the things she does, that being coaching others, doing snow-
board or as she calls it “playing mom”. I am sure you will enjoy this
interview as much as I did! Special thanks to Moira.

By Ivonne Gaus

Can you briefly describe your role?
Sr. Manager Enterprise Change Management –EPMO
My role is to help set the standards, the guidance, the tools and templates around the change manage-
ment framework and enable that by building capability across the enterprise to ensure we realize busi-
ness objectives.
My vision is to find a way to integrate change management and how we approach our everyday work,
building that mindset for change management being part of everyone’s job, every day , every time

How long you have been with BMO?
Since March 23, 2015

What is some of your previous experience before BMO?
Sr. Director Organization Change Management at Loblaws ; Sr. Change Lead at Enbridge

What do you enjoy the most about your work?
Ensuring that I create possibility and energy to support others finding how they can better live, learn and
perform and their best

What is your strongest/favorite Being BMO action?
Help others succeed

What is something unique about you (hobbies, passions, skills…)?

What is one of your favorite places and which place
you would love to visit in a future?

I love San Francisco , the combination of beaches, the
scenery, the city life, the forest, great family vacation!
For the future, I would love to go to Tuscany, Italy! (Good
choice Moira!)

THE WISE CAT

Why Change Management isn’t
always enough…

By Angela Kenyatta

A s change practitioners, we guide and support clients through a wide array of incremental
and transformational change initiatives. Whether the mandate is to redesign the culture of a
50 person department, or to implement a new technology system – impacting thousands-- across a global
enterprise, we are called upon to apply sound principles, a structured process, and proven tools to facilitate
the transition from the current state to the desired future state.
Our aims are fairly straightforward: to mitigate risk through the rigorous yet agile implementation of
change methodology, to minimize disruptions to the business and to proactively ensure that the people im-
pacted by the change are properly enabled to move towards the new or transformed culture, process,
structure and/or system. To accomplish these formidable feats, we concern ourselves with the strategic de-
sign and tactical deployment of robust change plans and the coalescing of diverse stakeholders.
Projects requiring Change Management support vary in size, scope and resource allocation, yet
typically share the following characteristics: the change is planned, controls are needed and the impending
change is being integrated into some aspect of the existing status quo. But, what happens when the de-
mand for change comes urgently, or in a way that is atypical or unexpected? A major competitor announc-
es an innovation poised to fundamentally shift the marketplace in their favor, or you awaken to news that
your company has succumbed to the hostile takeover that everyone said would never happen. What about
when the sheer volume of concurrent change raises the level of risk and catapults you squarely out of your
comfort zone? You’ve got 99 problems and a lack of change ain’t one!
When the nature of the change challenges us to either “play hard or go home”, Change Manage-
ment, in and of itself, is rarely enough. When bigger leaps and bolder actions --made at faster speeds -- are
called for, Change Leadership is needed. If Change Management is the skilled, collective improvisation that

creates beauty out of the offbeat syncopation of a jazz composition, then Change Leadership is the
breathy silence that lives between the notes. If you don’t know what to look for, you may miss it. Yet, its
presence is powerful and palpable.

Change Leadership requires a different mindset and wider lens. It is visionary, courageous and adaptive.
Change leadership envisions not only a clear and compelling vision of the organization’s future, but is
equally mindful of who the people within the organization must become in order to build and sustain the
aspirational state. The same people, doing the same things, in the same ways will yield the same results.
Change leadership encourages innovation and empowers people to take the actions necessary to create
a new normal.

Change work brings with it varying degrees of complexity and intensity. Under scoped, under re-
sourced, and over budget projects are commonplace. The stakes are high and so are the levels of stress.
Resistance surfaces and ways or working and being can become increasingly counterproductive. The im-
pulse to sink into the quicksand of conformity is natural, albeit detrimental. When the norms within the ex-
isting power base operate in ways that contradict or impede development as the organization seeks to
leap forward, Change Leadership must act courageously and challenge the status quo. If we, who are en-
trusted to be counted among the leaders of change, “go along to get along”, just like everyone else….why
are we even here?

Isn’t it interesting how the stellar Change Leadership skills that

really helped Project A take flight, went over like a lead balloon

when working on Project B? Yeah,” it’s like that….and that’s the

way it is…Huh!” No matter how long we’ve been engaged in this

work and no matter how good we are at what we do, there will be

times when our best efforts and greatest intentions won’t align

with what’s needed. This is especially true when the tides of Change Leadership requires that we remain
transformation run high. We will be called to dig deeper, try an- adaptable

other way and/or call in the troops for some much needed consultation, support and/or reinforcement. And

that’s a good thing! What we know to be true, at some point, will be seriously challenged. What’s always

worked before will one day meet its very contrary match. Change Leadership requires that we remain

adaptable. Through regular reflection on our practice and an earnest commitment to continuous learning

and continuous improvement, we keep ourselves from becoming static. Highly effective change leaders

practice what they teach!