Leading and Managing Change

Day 1:  

Foundations of Change

• Welcome, Introductions, Programme Objectives, Personal Objectives and ‘Ground Rules’
• “Seascapes” and “Soundscapes” – how change has been a constant in your lives
• Business Strategy and Change
  • The Importance of Strategy
  • Defining Strategy
  • Strategic Drift
  • STEEPLE Analysis
• Where is your Organisation Now?
• Drivers of Change
• Business Drivers of Change
• McGahan’s Trajectories of Industry Change
• Competitive Strength and Competitive Advantage

Day 2:

 Preparing for Change

• Review of Day One
• Why Change often Fails
  • Commonest causes of failure in change initiatives and what to do about them
• A causal model of Change
• Burke-Litwin
• Financial Perspective
• Customer Perspective
• Business Process Perspective
• Learning and Growth Perspective
• The Balanced Scorecard
• Organizational Fitness Model
• The Sigmoid Curve
• Change in Teams
• Force Field Analysis
  • Helpers and Blockers for Change
• Porters’ 5 forces
• McKinsey 7s
• Change Readiness
• Organizational Fitness
• Timing of Change
• Analytical tools

Day 3: 

 People and Change

• Review of Day Two
• Reactions to Change
  • Managing Reactions to Change
• Personal Effects of Change
• The Emotional Loop
• Glasser’s Drivers
• ABCD theory
• Pink’s “Drive” theory: rewards and cognitive skills
• Herzberg – Hygiene and Motivational factors
• Stakeholder Mapping
• Stakeholder Management
• Stakeholder Value
• RACI Analysis
• Kano’s Customer Satisfaction Model
• Motivation to Change
• Stakeholders and Shareholders
• Delighting our Clients and Customers with Change

Day 4: 

Leading and Managing Change

• Review of Day Three
• Leading and Managing Change
  • The Leader as Role Model
    • Essential Qualities of a Change Leader
    • The VIVE™ model as the basis for Change Leadership
  • Kotter - Top-Down Leadership
  • Balogun and Johnson’s – Middle-out Leadership
  • Kaizen – Incremental Change
• Communicating Change
• The “Skyscraper” model for Communicating Change
• Winning Hearts and Minds
• Delegation, Empowerment, and Trust

Day 5:

 Culture and Change

• Review of Day Four
• Cultural Dimensions of Change
  • Corporate Culture
    • Edgar Schein
    • Cameron and Quinn Culture Audit
  • National Culture
  • Trompenaars and Hofstede
• Building a Learning Organisation
• Single and Double Loop Learning
• Systems Thinking
  • Laws of the Fifth Discipline
• Detailed Action Planning Session
  • Individual Action Planning
  • Paired Challenge, Coaching, and Discussion
  • Plenary Declaration of Actions
• Bringing it all Together
• Summary and Conclusions
• Program Evaluation and Close