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Leonard N. Stern School of Business

Leading Innovative Transformation

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Description

Change or wither, innovate or stagnate? Contemporary business environments demand that business leaders navigate increasingly volatile markets crowded with competitors. In order to survive, organizations need executives who can successfully lead and implement transformational change. The two courses included in this bundle will help you effectively plan and implement strategic organizational change, build a culture that recognizes the importance of innovation, and bring disruptive ideas to life.

Program Takeaways

During this course, participants will:

  • Theories of Change Acquire deep understanding of the phenomenon of change learning the theories, challenges and strategies of effecting change management in organizations
  • Importance of Leadership Examine the central role of strong leadership in implementing organizational changes that stick and develop awareness regarding your personal capacity to lead change
  • Change Toolkit Understand how to identify and diagnose change needs within your company, and learn the practices of developing an effective change plan
  • Methods Practice using tools, frameworks and exercises that help break teams out of tired habits in order to discover innovative ideas and opportunities
  • Mindfulness Build an awareness of thinking habits that keep teams and organizations locked into the status quo
  • Motivation Develop the attitude and critical thinking skills needed to become a disruptive leader of innovative teams and organizations

Agenda

The following agenda is a sample and subject to change.

DAY 1

Change Leadership

Session 1: Mapping the Change Management Territory

  • Global trends, changes in industry environments and the emergence of the knowledge economy
  • Implications these trends have for management in general and change management specifically

Session 2: Theories of Change

  • How do we think of change?
  • Is change really possible?
  • How often do change initiatives fail and why?
  • Key literature and cases

Session 3: Diagnosing the Need for Change: Strategic Transformation of Organizations

  • The first of three steps to manage change: “Diagnosis”
  • Practices and methodologies used to effectively diagnose organizational change needs

Session 4: Inventing a Change Worth Pursuing: Strategic Transformation of Organizations

  • The second step to manage change: “Invent”
  • Future-oriented foresights, forecast developing, future scenarios planning and the role of vision in mobilizing change

Change Leadership Networking Reception

DAY 2

Session 5: Transition of Organizational Infrastructure: The Recipient of Change

  • The third step to manage change: “Implement”
  • Building flexibility and the capacity of the company to adapt and adjust
  • Aspects of change deployment and the barriers to successful implementation

Session 6: Designing a Change Plan

  • Step-based approach to change plan development
  • In-depth review of critical actions for each stage of the plan development process

Session 7: Best Practices of Leading Change in Organizations

  • The ‘right’ approach to change plan development and deployment – who’s done it right, why, and what can we learn and benchmark in our own change plans?

Session 8: Leadership Capacity for Change

  • Change leadership practices that work best in proactively and effectively leading organizations and people through uncertainty and transitions

Change Leadership Program Conclusion and Evaluations

DAY 3

Innovation Leadership

Session 1: Ideas as Recipes for Generating New Value and Wealth

  • Introduction to understanding the value of ideas and innovation
  • Applying disruptive leadership to innovation challenges

Session 2: Provoking Organizational Processes and Behaviors with Innovation Hypotheses

  • Identifying the assumptions and conventions that influence the way producers and consumers think about your business
  • How to break through the boundaries of your industry situation
  • Generating deliberately unreasonable "what if" questions

Innovation Leadership Networking Reception

DAY 4

Session 3: Building and Leading Innovative Teams

  • From command and control to connect and collaborate
  • The importance of innovation leadership
  • Building and leading innovative teams

Session 4: Pitching Innovative Ideas to the Organization and External Stakeholders

  • Establishing the inadequacy of the status quo
  • Delivering unexpected insights and opportunities to foster curiosity
  • Building belief in the value an idea delivers

Innovation Leadership Program Conclusion and Evaluations

Who should attend

Although there are no formal education or background requirements, this course is designed for executives who meet the criteria below. While we strongly encourage global participation, please note that all courses are taught in English. Proficiency in written and spoken English is required.

  • Years of Experience Designed for professionals with 5+ years of work experience
  • Job Functions Ideal for executives across job functions who are responsible for or interested in driving innovative change for their teams and organizations
  • Prerequisites Intended for individuals with existing leadership responsibilities who want to enhance their ability to develop and implement transformational change
  • Professionals interested in growing their company, influencing organizational culture and inspiring innovation among their teams
  • Professionals who want to recognize ingrained practices in their industry that may be holding them back
  • Professionals looking to learn new innovation tools and methods they can apply across multiple settings

Experts

Biography Anat Lechner is a Clinical Associate Professor of Management and Organizations at NYU Stern. Professor Lechner earned her Ph.D. in Organization Management from Rutgers University in 2000. She is also the recipient of the GE Teaching Excellence award. Professor Lechner's research focus...
Biography Luke Williams joined New York University Stern School of Business in September 2012 as Executive Director of the W.R. Berkley Innovation Lab and Clinical Associate Professor of Marketing and Entrepreneurship. He was previously an adjunct professor. Professor Williams is also a Fellow a...
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