 Managing current performance while innovating for the future is a delicate balancing act that demands a new level of management prowess on the part of senior managers and their teams. Faced with business discontinuities and organizational transformations, executives must make the right decisions—at the right levels—at the right times. Ultimately, it is their action or inaction that determines the form and fate of their organizations. As history bears out, leaders who focus solely on core competencies and existing processes often become losers—and those who remain successful do so by managing short-run excellence even as they drive long-term innovation and change.
Leading Change and Organizational Renewal particularly focuses on the role of senior teams in building organizational architectures that drive both incremental and disruptive innovation. By addressing the sensitive and difficult issues facing senior-level managers, this Executive Education program prepares executives to fulfill their roles as leaders of change, rapidly manage large-system organizational changes associated with innovation streams, and strategically position their organizations to attain and maintain industry leadership.
Program Objectives
Leading Change and Organizational Renewal provides participants with hands-on experience and an integrated set of state-of-the-art concepts and tools for leading innovation, change, and organizational renewal. These tools are directly linked to specific cases and individual issues. Through the in-depth analysis of real-life examples, participants explore the ways for organizations to successfully transform themselves. They learn to anticipate shifts in competitive demands, respond proactively to change, and effectively manage innovation for both today and tomorrow.
Drawing on the research, teaching, and consulting expertise of the program faculty, as well as on the firsthand experiences of practicing managers in dozens of companies worldwide, participants acquire new, updated perspectives and develop tangible action plans for leading change and renewal in their own organizations. Specifically, they learn to:
- Develop internal communication networks as well as "product championship" skills, to drive innovation and change;
- Embrace strategic experimentation and learning without risking financial jeopardy;
- Analyze how disruptive technologies are threats to today's business—and how to take advantage of these opportunities;
- Build a shared vision of success and a common vocabulary around the organizational change initiative;
- Implement both incremental and discontinuous organizational change associated with innovation streams; and
- Create ambidextrous organizations that drive innovation
Curriculum
The program takes a problem-solving approach, providing practical insights, research-based concepts, and tools to help participants tackle the challenges of innovation and organizational change. Through lectures, group discussions, case studies, work groups, videos, and study sessions, they explore the latest concepts and proven strategies for leading change and organizational renewal.
Curriculum Components Include:
- Organizational Architectures For Short- And Long-Term Success
Strategies, objectives, and vision; organizational arrangements; human resource capabilities.
- Organizational Problem Solving
Problem/Performance gap development; root cause analysis.
- Dynamics Of Innovation And Organizational Change
Why organizations fall victim to past successes; roots of organizational inertia; how performance is impacted by industry standards, dominant designs, technological substitution, and disruptive technologies; how technological cycles drive organizational evolution and innovation.
- Organizational Culture
Diagnosing existing culture and exploring cultures that value both stability and change; dynamic conservatism versus trial-and-error experimentation.
- Leadership Styles
Juggling contradictory pressures; important levers to shape organizational capabilities; proven management processes for "getting it done"; building a senior team to effectively manage change; the role of leadership styles and behaviors in shaping innovation, learning, and change.
- The Innovator's Solution
Identifying the processes that create successful innovations, and showing managers how to tailor their strategies to address the changing circumstances of a dynamic world.
- Ambidexterity
Managing multiple priorities to succeed at the dual-management game of short-term goal achievement and long-term innovation.
- Winning Through Innovation: The Senior Team's Role
Breakthrough product, service, and process innovations; managers as visionaries, architects, strategists, and leaders.
- Action-Learning Takeaway
Every participant will receive the Leading Change and Organizational Renewal CD-ROM series, a new program that enables executives to extend and apply their on-campus learning directly to their own organizational issues. The series features four modules:
"Solving Today's Problems," "Culture as Competitive Advantage," "Building the Ambidextrous Organization," and "Leading Change." Each module is on a separate CD, and contains faculty presentations, video case studies, animated frameworks, hands-on exercises, and a facilitator's guide to reinforce individualized learning. Each CD brings key concepts to life, using best-practice examples from well-known organizations.
Participant Mix
Leading Change and Organizational Renewal is designed for executives in diverse industries who operate in fast-paced business environments and are grappling with the issues of winning through innovation and responsive organizational change. It is beneficial for a wide range of product and service organizations—from market leaders to fast-growing, mid-sized organizations to dynamic emerging companies.
Given the nature of the program, admission preference is given to senior management teams composed of four to eight individuals. While individual participants work in heterogeneous groups to examine problems commonly faced by organizations, sponsored teams derive added value by collaborating on real issues and applying the concepts to their own situations and organizations.
Date
March 06 - 11, 2005 (Participants encouraged to arrive by March 02, 2005)
Location - Boston, Massachusetts (Residential)
Fee - click here
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