Transformational Change Management

There are times when an organization must go through a serious transformation. This essentially means the type of game-changing metamorphosis that requires corporate leaders to devise a new vision, which must then be adopted by staff members and ultimately, put into action. Change management is all about making transformation easier. The program would aim to demonstrate that transformational change is only possible using a structured process and approach that is orchestrated by a change management strategy. Successful organizational change requires a good plan and superb follow-through on execution. Change ultimately always affects people, so change management is truly about the individual and how to move them from denial and resistance to commitment and enthusiasm in as short a period as possible. By the end of the course, delegates will: - Understand the business drivers for change - Know the best time to make changes - Know how to prepare the organization for change - Understand the psychology of change, what motivates people, how they will react to change and how to manage those reactions - Be able to manage both the corporate and national cultural aspects of change - Be able to produce stakeholder value through change - Be able to apply a range of analytical tools to assist at each stage in change - Know how to communicate change effectively

Venues

Dublin | London | Dubai | Edmonton (USD) | Lagos/Abuja

Dates

TBD | TBD | TBD | TBD | TBD

Cost

$3,900 per participant (USD) (=N=)

For Whom

Business Owners and Managers
Executives and Directors in all functions
Top and Senior Managers in Private and Public organizations
Civil servants and Politicians
Operations & Supply Chain Managers
Manufacturing & Production Managers
Sales & Distribution Managers
Logistics and Shipping Managers
Finance Managers
Other professionals interested in developing change management skills

Snapshot of Course Content

Definitions of organizational change
Types of change
Key elements of successful change initiative
Change management activities
Compelling business case for change
Key activities and features of leading change
The challenge of change
People and Change
Reactions to Change
Personal Effects of Change
Motivation to Change
Glasser’s Drivers
Herzberg – Hygiene and Motivational factors
Stakeholders Shareholders
Stakeholder Mapping
Preparing for Change
Why change often fails
Commonest causes of failure in change initiatives and what to do about them
Causal model of change
The Balanced Scorecard
Change readiness
Organisational fitness
Timing of change
Analytical tools for managing change
Kotter’s 8-stage change process
Internal & external (PESTEL) pressures driving change
Transformational change process
Selecting a change strategy
Methods of change management
Organizational process to initiating incremental change
Key features of successful transformational change
Potential failures of transformational change
Implementing change
Resistance to change and tactics to minimizing resistance to change
Leading & managing change
The leader as role model
Essential qualities of a change leader
Kaizen – incremental change
Communicating change
Winning hearts and minds
Delegation, empowerment
Developing trust
The Transition & Kubler-Ross curves
Stakeholders management
Risk management
Measuring the impact of change
Strategies for employee involvement in change implementation
Culture and Change
Cultural dimensions of change
Corporate culture
Building a learning organization
Single and double loop learning
Systems thinking
Laws of the fifth discipline
Bringing it all together
Developing an action plan