Leading Change and Organizational Renewal
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Leverage diverse research, proven methodologies, and design thinking for change management in this collaboration between Stanford and Harvard.
Leading Change and Organizational Renewal, led by Stanford GSB’s Charles O’Reilly and Harvard Business School’s Michael Tushman, is packed with thought-provoking curriculum, business-challenge work groups, and a focus on innovation. Offered once per year at each Harvard and Stanford, you’ll learn how to overcome the inertial forces that plague big organizations, and design an ambidextrous organization that can generate streams of innovation.
You’ll put design thinking tools and techniques into action at the Hasso Plattner Institute of Design, also known as the d.school. And you’ll leave with an action plan and a toolkit to help you implement real change and empower others in your organization to do the same.
Learn a systematic methodology for dissecting challenges, and develop tools for promoting innovation and strategic change across your organization.
- Identify and overcome barriers to change.
- Analyze and design a comprehensive strategy for promoting innovation and change throughout your organization.
- Develop models and frameworks for meeting today’s business-performance challenges while innovating for the future.
- Apply the program’s insights to your organization’s specific short- and long-term business challenges through facilitated business-challenge work groups.
- Share lessons from the classroom and work groups with a take-home toolkit, including faculty video cases, slides, and workbooks.
Why are big companies failing? What specific factors put them at risk? And, most importantly, how can you affect the forces at play to prevent failure and achieve success?
This unique collaboration between Stanford and Harvard is a one-week intensive program that provides a proven methodology for dissecting strategic challenges. Learn design thinking techniques to help you implement innovative solutions.
Using Culture for Competitive (Dis)Advantage
Why do industry leaders often lose their innovative edge, and how can they retain it? The purpose of this session is to explore how managers can balance the tension between the short and the long term, with particular attention to the use of culture in their organizations as a potential means for enhancing innovation.
Scaling Behavioral Change in a Successful Firm
A problem for every manager is how to scale change in attitudes — to make “good behaviors” or practices grow big fast and, in contrast, to shrink “bad behaviors” or practices quickly.
Managers accomplish this by scaling:
- The top management team: bringing new people to the team.
- Idea generation, so that every employee contributes.
- Behavioral change.
- Talent: buying and building talent.
Business-Challenge Work Groups
As the pace of change increases, big firms are actually in trouble. Managers who are unable to deal with these changes are failing at an increasing pace. Charles O’Reilly, Faculty Co-Director
Before the program begins, you will be asked to provide the program faculty co-directors with a brief description of a specific challenge your organization is facing with respect to innovation or change.
Work groups will be organized based on the similarity of challenges. During the program, you, your work group, and a facilitator will meet daily to address actual challenges and craft solutions.
Other Selected Sessions
- Design Thinking
- Designs for Corporate Entrepreneurship in Established Firms
- Organizational Diagnosis and Managerial Problem-Solving
- Communication: The Art of Persuasion
- Leading Cultural Change
- Acting With Power
- Leading Large System Change: Building Influence
Who should attend
- Senior-level executives with at least 10 to 15 years of management experience who work in larger organizations, including governmental, nongovernmental, and nonprofit organizations
- Small teams of up to 10 individuals from one company are guaranteed to work on a business challenge with a dedicated coach