Biography

Henri-Jean Bonnis is a board member, strategic advisor, and speaker. Drawing on his experience with boards of directors and executive committees, he has developed a sharp and pragmatic understanding of governance dynamics—particularly where the Strategy–Execution Gap is most pronounced.

 

A lecturer at the École des dirigeants at HEC Montréal and a certified PMP® instructor at PMI-Montréal, he supports leaders and managers each year in developing advanced practices in strategic governance, portfolio management, and initiative execution. His approach combines methodological rigor, clarity of language, and practical grounding, enabling him to translate complex challenges into concrete and actionable decisions.

 

This dual academic, executive, and operational perspective makes him a credible voice in helping organizations better connect strategic vision with real performance.

 

Conference Description

In many organizations, a persistent gap remains between strategic decisions made in the boardroom and the reality of execution in the field. Despite clear directions and well-defined plans, too few strategies translate into concrete and sustainable results.

 

This conference proposes a transformative shift in perspective: governing initiatives not as simple operational projects, but as true strategic investments. Through clear language, proven models, and real-world governance examples, Henri-Jean Bonnis demonstrates how boards of directors, executive leadership teams, and senior management can intervene earlier, ask the right questions, and establish governance discipline focused on value creation rather than mere compliance.

 

The central message is clear: strategies rarely fail because of poor ideas. They fail because the bridge between strategic intent and execution is poorly designed or insufficiently governed. This conference offers practical keys to building and strengthening that bridge.

 

Objectives

By the end of this conference, participants will be able to:

• Recognize the warning signs of a Strategy–Execution Gap within boards and executive committees

• Understand why traditional governance models reach their limits in contexts of uncertainty and transformation

• View strategic initiatives as true investments focused on value, capability, and risk

• Ask key governance questions to clarify value, feasibility, and execution risks

• Intervene earlier in the initiative lifecycle to meaningfully influence outcomes

• Discover practical tools such as the Strategic Initiative Review (SIR), value/risk/capability dashboards, and organizational learning loops.