Corporate Transformation – The Leadership Challenge

5 June 2008

Trinity House, Trinity Square, Tower Hill, London, EC3N4DH

With a high percentage of organisational change efforts failing, this workshop examined the primary causes of such failures and identified the factors that drive success. Using the GE and Goldman Sachs approaches to leadership as reference points, Steve Kerr presented a number of models for managing corporate transformations and discussed the role top management must play to ensure their change efforts are a success.

In this Masterclass Steve Kerr used the GE Change Acceleration Process (CAP), which he developed during his time with GE, to take participants through the critical steps for leaders in delivering change. The process has a number of steps as shown in the Power Point Slide found in the Documents section below. A high percentage of organisational change efforts fail - usually for predictable and preventable reasons. This workshop tried to identify the primary causes of such failures, and what leaders can do to maximise the likelihood that a change effort will be successful. Among the factors to be considered are:
the (much misunderstood) roles of missions, visions, and shared valuesthe mobilisation of employee commitmentthe recalibration of evaluation and reward systems to support strategic initiatives.Steve also discussed the role top management must play, and identified common pitfalls to avoid in developing senior leaders to drive corporate transformation.
Workshop Leader:
Steve Kerr is a senior adviser to Goldman Sachs where he was a Managing Director, and the firm's Chief Learning Officer from 2001-06. Before then, he spent seven years as Vice President of Corporate Leadership Development and Chief Learning Officer at General Electric, including responsibility for GE's renowned leadership education centre at Crotonville.
He was previously at the Business School faculties of the Ohio State University, the University of Michigan and the University of Southern California, where he was Dean of the Faculty and Director of the PhD programme.
Dr Kerr is also a member of the Board of Directors of Harvard Business School Publishing and the Board of Advisers of the LRN-RAND Center on Corporate Ethics, Law and Governance. He is Director of Leadership Solutions at LRN, and on the Board of Governors of the Leader to Leader Institute.