Kellogg School of Management

Strategic Change Management

Available dates

Feb 19—Apr 21, 2020
Online
USD 2800

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About the course

Is your organization experiencing growth, driving innovation or navigating disruption? If so, you’re not alone. Organizational change is inevitable in the modern business world and, for those who want to remain competitive, the ability to manage change is critical.

In this online program, you’ll learn to develop a strategy for sustainable change and gain the knowledge required to implement and oversee change initiatives while managing resistance from stakeholders. You’ll also develop the insight to maintain agility, effectively manage aversion to change, and ensure that change is sustainable through building and leading a learning-ready organization. Most participants can expect to dedicate 4-6 hours per week to watching the lectures, participating in discussions and completing exercises.

Key Benefits

  • Develop a strategic approach to change management that aligns with your organizational strategy and design
  • Gain the practical tools for implementing sustainable change in your business, while managing resistance from stakeholders
  • Understand how to build a learning-ready organization in order to remain agile and gain a strategic competitive edge
  • Learn from expert Kellogg School of Management faculty
  • Engage with an international network of like-minded professionals

Program Content

Module 1 - Formulating a Strategy for Change

Understand the importance of strategy to create change and learn to write an effective strategy statement

  • Identify the key elements of an effective strategy statement
  • Practice writing a strategy statement
  • Critique an organization's strategy statement

Module 2 - Organizing for Change

Explore the importance of designing an organization effectively to manage change

  • Relate the importance of an organization's structure to its competitive advantage
  • Articulate the best approach to change an organization's design

Module 3 - Metrics and Motivating for Change

Explore how the application of metrics can create motivation for change

  • Use metrics and measurement to motivate for change
  • Analyze data to determine the alignment between an organization's strategy and structure
  • Determine how an organization should change to align its strategy and structure

Module 4 - Organizing for Execution and Innovation

Explore the use of social network structures as a way to foster execution and innovation

  • Articulate how to organize for closure versus brokerage
  • Determine whether an organization is designed for closure or brokerage
  • Analyze an organization's informal social networks and deduce whether it is structured for execution or innovation
  • Recommend changes to an organization's informal social networks to foster execution and innovation

Module 5 - Building and Leading Learning-Ready Organizations

Develop a framework for creating a learning-ready organization for a competitive advantage

  • Identify the core concepts of a learning-ready organization
  • Determine the learning-readiness of an organization
  • Apply the concept of learning-readiness to organizational alliances
  • Deduce appropriate social networks to facilitate a learning-ready organization

Module 6 - Becoming and Remaining Agile

Discover the importance of strategic and organizational agility to implementing change

  • Identify what agility is and discuss it in the context of organizational strategy
  • Indicate ways to become more agile
  • Apply tools to increase strategic and organizational agility

Module 7 - Managing Resistance to Change

Examine the hurdles to implementing change and ways to overcome them

  • Identify different types of innovation and how innovation leads to resistance
  • Determine the risks associated with stakeholder perception to disruptive innovation
  • Recommend ideas to manage resistance to change

Module 8 - Making Change Sustainable

Ensure the long-term survival of your change management plan

  • Understand the difference between installing change and implementing change
  • Investigate an organization's ability to sustain change
  • Predict whether a change management plan is likely to be sustained or not

Who should attend

  • Senior and middle managers who want to drive strategic change at a company, as well as team level
  • Decision makers who need to navigate disruption in their industry with a change management strategy
  • Professionals in change management and HR who need to implement large-scale change in an organization
  • Leaders of small businesses looking to effectively manage growth and scaling

Trust the experts

Sally Blount

Sally Blount was named dean of the Kellogg School of Management at Northwestern University in 2010. An internationally recognized thought leader in management, negotiation and behavioral decision-making, Blount brings more than 25 years of experience in business education. She is a proud alumna o...

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Adam Galinsky

Biography Adam Galinsky is currently the chair of the Management Division and the Vikram S. Pandit Professor of Business at the Columbia Business School. Professor Galinsky has published more than 200 scientific articles, chapters, and teaching cases in the fields of management and social psych...

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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...

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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...

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Edward (Ned) 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 ...

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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...

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Julie Duty

Experienced Executive Director with a demonstrated history of working in music education and founding a nationwide non-profit organization. Strong entrepreneurship professional skilled in Music Education, Inclusion, Educator Training, Teaching, Program Development, Grant Writing, Public Speaking,...

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