Planning and Delivering Successful Change Programmes
The event will be held in Grand Connaught Rooms on 7 September 2016
Based around practical approaches to major project management, this event will look at the nature of change and how it can be managed, led and directed. This masterclass will explore the ingredients for successful change programmes and identify the pitfalls to look out for.
Who is it for?
Senior HR and OD professionals with responsibility for, or significant involvement, in organisation change.
Based around practical approaches to major project management, this event will look at the nature of change and how it can be managed, led and directed. We will explore the ingredients for successful change programmes and identify the pitfalls to look out for.
Change has been an identifiable constant in organisations for many years now, with a change programme often being the response to adverse performance or a change of leadership. However, according to the research, most strategic change projects fail to deliver the expected results and some actually damage the organisation to the point of near or actual collapse.
We will look at the nature of change programmes in organisations and classify not only the change itself but also the culture of the organisation needed to support that change.
We will follow this by looking at the increasing complexities of change and how these can be classified into three key types. The latest academic research will then identify how to deal with these complexities and introduce a new model which will explore the leadership traits now required in order for us to more successfully lead change projects.
Stephen Carver’s observations will be followed by two case studies of change, allowing us to:
• identify the ingredients of an effective change programme
• mitigate resistance to change
• better understand the need for an holistic approach to successful change programmes.
We will cover:
• types of change
• reason for failure
• complicated vs. complex
• change leaders
• uncertainty and pace
• stakeholders’ perceptions
• power and politics.