Leading Change - Henley Business School

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Leading Change Implementing change is not an option for successful organisations, it’s a necessity. A glance at the roll-call of recently failed companies 1 shows that past performance is no guarantee of future success. Making effective change requires leaders to inspire people to think and behave differently – motivating them to understand and own the need for change and commit to its implementation. The Leading Change programme at Henley concentrates on giving you the tools to embed change in your organisation and to create an enduring culture of innovation and adaptability. You will leave with techniques to manage change successfully from a strategic, leadership and process perspective. It will also show you where your time and effort is likely to have most effect – and where it won’t. Several change ‘myths’ will be put to rest during this programme! Who is the programme for Any senior manager required to lead a change initiative from a large scale organisation or cultural change to a smaller departmental or team-based change. What previous participants say ‘The tutors were engaging, interesting and challenging. The course made me think about things I never usually have time to think about’ Chris Beazley, Managing Director, Amlin ‘This has been the most amazing privilege and opportunity for me. The lights kept switching on throughout’ Beverley Stringer, Divisional Director for Personnel, The Salvation Army ‘I would definitely recommend this to anyone dealing with change.’ Neil O’Hara, Business Services Accountant , Moy Park Ltd ‘The Managing Change programme at Henley was, quite simply, the most useful course I have attended in my professional career.’ Angela Bucton, Senior HR Manager, Mencap 1 In 2011 in the UK, these included Comet, Barratts, Habitat, Saab GB, La Senza, Blacks Leisure. Source: Centre for Retail Research
Programme content • How to lead change at a strategic level • Introduction to the concept of The Tipping Point and positive forces for change • Understand why people react in different ways to change • The leadership behaviour required to create and sustain a momentum for change • Understand change as a system – how to plan and implement • Which processes and actions are most likely to embed change – and which won’t • How to identify and engage the key stakeholders for your change initiative • Plan of action developed for your own change project to implement back in the workplace. Benefits to the individual • Opportunity to progress a specific business change that you are facing and create a change plan • Insight into yourself as a change leader and others’ reactions to change • Be better equipped to tackle change with a toolkit that can be used in a variety of situations. Benefits to the organisation • Creates leaders who know and understand change and can lead the process • Managers who recognise and can handle the varying responses to change and achieve successful outcomes • Provides flexible and applicable processes for change management. Learning Process The key vehicle for learning is your work based project. A range of learning processes will be used including: • Inputs • Workbooks • A simulation exercise – The Tipping Point • A case study • Individual reflection • Questionnaires and checklists • Personal log.
Page 1: Executive Education Leading Change

Leading Change - Henley Business School

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