Leading Transformational Change
Proven concepts and frameworks for successful strategic change. Based on the definitive approach to change management created by management thinkers from Bath.
Rise to the challenge of change
Strategic change poses a significant challenge for senior executives leading organisations. The process involves a wide variety of complex and interconnected issues including employee motivation, culture, politics, stakeholder engagement, trustworthiness and communication. The solution to successful change cannot therefore be addressed by a simple generic '10 step' change formula, but requires an effective approach to change that clearly addresses the organisation’s particular situation.
This two-day programme introduces the concept of context-sensitive approaches to change and the need to design and lead change in a way that is appropriate to the organisation’s context. It starts where most other programmes on strategic change end: with practical concepts and frameworks to put strategic plans into practice, and addresses the leadership issues critical for successful rollout.
Who should attend
The programme is for senior executives and HR, organisation development and leadership and development professionals who are leading change, or advising others on leading change.
What the programme covers
The structure of the course is designed to help you first develop an appreciation of the challenges of strategic change for your organisation, and for yourself as a leader and designer of change. The course then introduces the concepts of context-sensitive change and change judgement, and brings in frameworks that support the design of tailored, context-sensitive approaches to change. The third component of the programme is to use an understanding of how individuals experience change to build a more complete understanding of designing, managing and leading the transition process.
Throughout, you will be introduced to many case studies of change drawn from the business world. You will also have the opportunity to apply the frameworks and models to your own organisation.
Key topics will include:
- Individual preferences for change: Implications for leading and designing change
- Appreciating the change challenge: Cultural and political barriers to change
- Context-sensitive approaches to change: Diagnosing context
- Context sensitive approaches to change: Designing change through change judgement
- Individuals and change: Personal transitions
- Organisations and change: Managing the transition process
How you will benefit
- Be able to apply a series of practical diagnostic and planning frameworks, which will enable you to design and implement change in a way appropriate to your organisation’s change context
- Develop a capability to translate complex new strategies into meaningful change-related actions
- Receive a copy of the course text, Exploring Strategic Change by Julia Balogun, Veronica Hope Hailey and Stefanie Gustafsson
How your organisation will benefit
- Executives with enhanced capability to lead change or professionals able to provide internal consultancy to leaders who are charged with leading change
- Greater likelihood of successfully delivering against the change agenda
Fees, dates and location
Two day programme, £1,200
4 - 5 December 2019
The programme is run at University of Bath in London, 83 Pall Mall.
This programme is led by Professor Veronica Hope Hailey, Professor of Management Studies and Dean of the School of Management.
Veronica has worked for over 20 years on issues around strategic change in organisations, using her expertise in strategy and change, and HRM and change, to develop successful senior executive programmes in this field. She co-authored the bestselling textbook Exploring Strategic Change, and has recently co-authored a report for the CIPD on Landing Transformational Change.
Veronica’s recent research has focused on employee engagement, and trust and trustworthiness. She well-known for three CIPD research reports written in collaboration with the University of Bath: Where has all the trust gone? (2012), Cultivating trustworthy leaders (2014) and Experiencing trustworthy leaders (2014).