Leading Organisational Change
Background
We live in a fast-changing world. Technology has automated process, speeded up communication and created new possibilities of global trade and the world is less predictable now than ever before. With change comes complexity and the leader and the manager in a modern organisation must not only keep pace with change and make sense of the changes which must be introduced for organisational survival or development, but help their employees through those changes whilst trying to maintain business as usual.
In this highly intensive, interactive and pragmatic programme, you’ll learn what drives change, how to lead and manage it, how to communicate effectively so that your people buy into the need for change, how to refine your strategy and its execution to encompass change and how to align your changing organisation with its culture.
Who is it for?
Anyone in a position to manage or lead change, make recommendations for change or communicate change, including directors, senior managers, middle managers, HR personnel, communications managers and consultants who need a deeper understanding of leading and managing change in practice.
Course Content, Drivers of change
One day one, we focus on what makes a successful business, and why change is a necessary part of business development and sustainability. We explore what drives changes in business.
- The changing landscape of your lives – change as a constant
- Strategy as a foundation for successful business
- Porters’ 5 forces and other analytical tools
- Predicting what will force changes to our business
- Changing to turning competitive strength to competitive advantage
- Growth strategies for change
Getting ready for change
On day two, we explore how we can get the organisation ready for change, by looking at what typically causes change to fail and finding solutions to those causes, looking at how fit and ready our organisation is to make change, establishing the best time for change and analysing what might help or hinder that change.
- Review of day one
- Common causes of failure in change
- Readiness for change
- Causal model of change
- The Balanced Scorecard
- Timing of change
- Analytical tools, including:
Personal effects of change
Change affects individuals, and on day three we look at the way people are affected when the organisation changes – how to identify and manage their reactions, how to create a motivating environment to make change easier, and how to ensure that the changes we make are received positively by our clients and customers.
- Review of day two
- Reactions to change
- Personal effects of change
- Motivation to change
- Stakeholders and shareholders
- Delighting our clients and customers with change
Managing change
On day four, we focus on making change work in an organisation – from an exploration of the qualities of great leaders and managers of change, through communication of change to win hearts and minds, to delegation and empowerment.
- Review of day three
- Leading and managing change
- Communicating change
- Delegation
- ‘Moments of truth’ – empowering employees to make changes
Change and culture
Major change which ignores corporate (and possibly national) culture, can be dangerous. On day five we look at cultural aspects of change – defining culture, diagnosing our current culture and changing our culture. We look at ways of helping the organisation to create good practices and learn how to avoid repeating past mistakes, so the organisation begins to learn and improve.
- Review of day four
- Cultural dimensions of change
- National culture and change
- Understanding change from different cultural perspectives
- Building a learning organisation
- Bringing it all together
- Action planning