Driving Organizational Change

Kellogg School of Management

How long?

  • from 4 days
  • in person

Kellogg School of Management


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Who should attend

  • Senior-level executive leaders who want to create value through reframing and driving organizational change
  • Cross-functional executive teams who are tasked with reframing and driving organizational change

About the course

Achieving business goals through purposeful change management

In today's complex global business environment, it's no longer enough to merely respond to change. Successful leaders are able to anticipate the impact of marketplace adjustments, new regulatory requirements, a change in business strategy or the implementation of new technology within their organizations. By taking a holistic approach to their change initiatives, these leaders create an agile work environment while promoting organizational resilience.

In this innovative program, you'll engage in project-focused learning using your own challenges as a platform for putting the latest theories and tools into practice. You'll leave prepared and motivated to guide your organization through major change efforts. We encourage organizations to send teams to this program. Together, members will have the opportunity to create a plan, get feedback from faculty and other leaders with a fresh perspective and become "change champions" on your return to the office.

Key Benefits

  • Gain insight into the relationship between organizational strategy, the external landscape, and change agendas
  • Understand the dynamics between change management, organizational design and project management
  • Develop an action plan for your own real-life change challenge
  • Appreciate the psychological and physical demands of change on the people within an organization
  • Leave with a robust and reusable change management methodology

Program Content

This program is designed to be utilized as a workshop. Two case studies will be used throughout the program to demonstrate change management concepts, however, participants are encouraged to bring their own work-related change challenges to the program.

Anticipating and Defining Necessary Organizational Change

  • Understand how the business landscape and business strategy act as the guiding force for most change agendas
  • Define what the desired state of change is and how it differs from the current state
  • Consider the impact of change on the entire organizational ecosystem

Planning for Organizational Change

  • Learn how to write a business case for change
  • Consider the institutional enablers and barriers to change based on the organization’s history and culture
  • Collect and synthesize key data to guide the direction and impact of change plans
  • Identify and understand how to address key stakeholders’ concerns

Implementing the Organizational Change Plan

  • Discover how to use advocacy and influence to promote and drive the change agenda with key stakeholders
  • Learn to manage resistance to proposed change
  • Explore options for linking change management plans to related project management plans
  • Learn how to build and deliver four key change implementation plans addressing communications, education, accountability and resource support

Sustaining Organizational Change

  • Explore the psychology and physiology of change
  • Identify key change metrics and create a system for monitoring progress and success
  • Discover how to create a flow of sponsorship for change to each level of the organization


Shana Carroll

Professor Carroll is a Clinical Associate Professor and the Director of the Management Communication Program at the Kellogg School of Management at Northwestern University. As a member of the faculty, she develops curriculum and teaches in the areas of leadership, change management and organizat...

Loran Nordgren

Loran Nordgren is an Associate Professor of Management and Organizations at the Kellogg School of Management. His research considers the basic psychological processes that guide how we think and act. The overarching goal of his work is to advance psychological theory and to use theory-driven insi...

Nicholas Pearce

Dr. Nicholas Pearce serves as an award-winning Clinical Associate Professor of Management & Organizations at Northwestern University's Kellogg School of Management and as the founder and chief executive officer of The Vocati Group, a global executive advisory services firm. He is a leading sc...

Edward Smith

Ned Smith is an Associate Professor of Management and Organizations at the Kellogg School of Management, Northwestern University, Associate Professor (by courtesy) of Sociology at Northwestern University, and faculty affiliate of the Northwestern Institute for Complexity (NICO). Prior to joining ...

Stephen Dale King

As Chief Human Resources Officer (CHRO), Chief Learning Officer (CLO), Global Talent Management Leader and most recently leader of University based executive education, Steve King has a record of designing and executing learning strategies that enhance performance and profitability. A skilled le...

Jill Zimmerman

Jill joined Mercer in 2013 as Partner, Global Chief Talent & Inclusion Officer, responsible for both the Global Talent Management and Diversity and Inclusion strategy in support of Mercer’s business strategy. Jill and her team build and consult within Mercer on the global people strategy, wit...

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Driving Organizational Change at Kellogg School of Management

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Coursalytics is an independent platform to find, compare, and book executive courses. Coursalytics is not endorsed by, sponsored by, or otherwise affiliated with any business school or university.

Full disclaimer.

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