Comprehensive course analysis
- What do past participants have to say about the course?
- How many participants were promoted within three years after graduation?
- How did this course affect participants' professional trajectories?
- How many participants got their salary increased within two years after completing the program?
- What do past participants have to say about the course?
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
About the course
Leverage diverse research, proven methodologies, and design thinking for change management in this collaboration between Stanford and Harvard.
A systematic framework. Silicon Valley innovation. Real-world implementation. Experience all three at Leading Change and Organizational Renewal. This unique collaboration between Stanford and Harvard helps you overcome the inertial forces that plague big organizations in order to design an ambidextrous organization that can generate streams of innovation. This one-week intensive program is offered once per year at each school, Harvard and Stanford.
Led by Stanford GSB’s Charles O’Reilly and Harvard Business School’s Michael Tushman, the program provides a proven methodology for diagnosing strategic challenges combined with design thinking techniques and business-challenge work groups to help your organization innovate. At Stanford, you’ll put design thinking tools into action at the Hasso Plattner Institute of Design, also known as the d.school. Then, you’ll return to work with an action plan and 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?
Leading Change and Organizational Renewal helps you answer critical questions like these. Designed specifically for senior-level executives at large organizations, the curriculum is jointly developed by Stanford and Harvard faculty. During the one-week intensive schedule, you’ll learn a systematic methodology for diagnosing and dissecting strategic challenges. Hands-on design thinking sessions help you innovate for the future. And business-challenge work groups give you a unique opportunity to apply what you’ve learned to your organization’s specific challenges. You’ll also return to work with a take-home toolkit, including faculty video cases, slides, and workbooks, to help share and promote what you’ve learned.
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
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
Research Statement Professor Flynn’s research focuses on three topics of interest: (1) How employees can develop healthy patterns of cooperation; (2) How the negative impact of racial and gender stereotyping in the workplace can be mitigated; and (3) How people can emerge as leaders and assume po...
Research Statement Jeffrey Pfeffer has published extensively in the fields of organization theory and human resource management. His current research focuses on the relationship between time and money, power and leadership in organizations, economics language and assumptions and their effects on ...
Research Statement Professor Rao studies collective action within organizations and in markets. His research and by implication, his teaching, revolves around scaling up mobilization, innovation, and talent in organizations. Teaching Statement Professor Rao teaches courses on Scaling up Excellenc...
Research Statement Robert Burgelman carries out longitudinal field-based research on the role of strategy in firm evolution. He has examined how companies enter into new businesses (through corporate entrepreneurship and internal corporate venturing as well as through acquisition) and leave other...
Perry Klebahn is a true entrepreneur and innovator. He is also a natural teacher and a co-founding member of the faculty at the d.school. Perry received his master’s from Stanford in the Product Design program in 1991 and left with his master’s thesis in hand–a high performance snowshoe (yes a s...
Michael Tushman holds degrees from Northeastern University (B.S.E.E.), Cornell University (M. S.), and the Sloan School of Management at M.I.T. (Ph.D.). Tushman was on the faculty of the Graduate School of Business, Columbia University, from 1976 to 1998; he was the Phillip Hettleman Professor of...
Research Statement Professor O’Reilly’s research spans studies of leadership, organizational demography and diversity, culture, executive compensation and organizational innovation and change. Teaching Statement Professor O’Reilly has taught courses for MBAs and executives in organizational innov...
Research Statement Robert Siegel researches strategy and innovation in both large and small companies, as well as the opportunities and challenges that technological change brings to these firms. Additionally, Robert teaches product management and product development best practices and methods, a...
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