PROGRAM DETAILS

 Introduction

The culture of an organization is in some ways similar to the personality of an individual. It is a basic and primary force that determines future reactions to key changes. Culture is a collective pattern of behaviours, values and “unwritten rules” that has developed over time and provides a powerful framework to employees about how they should operate on a daily basis.

Strategic changes that are consistent with your organization’s culture have a high probability for successful implementation. However, if the change is incompatible with your culture, poor implementation is the likely outcome. Culture is a formidable source of resistance or support to organizational change.

Every organization that wants to be competitive needs a corporate culture. The more explicit the culture and the closer it tallies with the corporate strategies, the more effectively the company can – or will be able to – compete.

Learning Objectives

By the end of the program, participants will be able to:

• identify the principal methods for studying organizational culture and change
• assess their organization’s readiness for change
• collaborate with others to successfully implement and monitor planned changes
• identify and manage resistance to the change process
• evaluate and revise corporate values and strategic objectives.

Target Audience

This seminar is designed for all employees who desire to manage changes at work and who wish to be able to develop and implement change models that concretely enhance organizational performance.

Training Methodology

Delegates will have plenty of opportunity during the workshop to experiment and try out new skills and understanding. The course facilitator will give you some input and then help you to make sense of the models through some discussion and then practice. You’ll then decide actions to apply the learning to your workplace.

Program Content

Day 1 – Organisational Culture and Organisational Change

• Culture Assessment
• How to enable efficient use of resources through the development process and at implementation
• Clarifying accountabilities (within the end-to-end process and for individual change programs).

 The Nature and Types of Change Programs

• Manage integrated delivery plan and ensure all partners deliver components in line with timetable and dependencies
• Integrate all components at the point of implementation
• Ensure end to end design integrity
• Optimize impact on receivers of change
• Optimize benefits realization
• Manage integrated benefits case and track development and implementation costs

Day 2 – Assessing Readiness to Change

• The purpose of organizational culture change
• The importance of transparency and accessibility to customers
• Why organizations must do more, faster and at lower risk
• How to optimize benefits realization

Day 3 – Developing an Integrated Change Management Program

• Business design
• E2E service design and design co-ordination
• E2E implementation and change alignment
• Business case and benefits realization plan
• Definition/structure scope, plans, governance program management

Day 4 – Change Management

• Roles and responsibilities in end-to-end change planning
• Generic accountabilities for business change programs
• Governance
• Financial control
• Sanctioning

Day 5 – Behavioural Implications of Change

• Inputs – Who – Timing and dependencies
• Scope – Who – Outputs
• Alignment

 Evaluating the Corporate Values and Strategic Objectives

• Prototyping
• Practice Management
• Quality control