• 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
• Groups or teams charged with delivering a change initiative

• Explore 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
• Gain a robust and reusable change management strategy to solve your organization’s unique challenges

This program operates as a hands-on workshop, where participants are invited to bring their current change initiatives—at any stage of development—to work on. The program covers various change management models but does not adhere to a single methodology.

Instead, it selects multiple models to address a crucial question: What are the common obstacles to successful change efforts, and how can we overcome these barriers and seize new opportunities?

Anticipating and Defining Necessary Organizational Change

• Consider the impact of change on the entire organization
• 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

Planning for Organizational Change

• Connect change efforts to a defined business strategy, in addition to building a change vision and communication plan
• 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

• Efficiently execute the change agenda and manage resistance with key stakeholders
• Manage and reduce the “productivity dip” that typically arrives when change is introduced
• Recognize and capitalize on the crucial role that frontline managers play in the rollout of change
• Connect change management plans to related project management plans
• Learn to build and deliver four key change implementation plans addressing communications, education, accountability, reward systems and resource support
• Communicate effectively throughout the life of the change effort
• Discover how to use advocacy and influence to promote and drive the change agenda with key stakeholders

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
• Identify and integrate the essential behaviors and accountabilities that will sustain the change effort long-term

Jill Zimmerman - Academic Director; Adjunct Professor, Organizational Change and Senior Program Director, Kellogg Executive Education Custom Programs; Executive Coach; Industrial/Organizational Psychologist

Shana Carroll - Clinical Associate Professor of Management Communications; Associate Chair of the Management & Organizations Department; Co-Director of the Leadership Development and Communications Program (LDEV)

Richard Jolly - Clinical Associate Professor of Management & Organizations

Stephen King - Adjunct Professor of Executive Education

Loran Nordgren - Professor of Management and Organizations

Nicholas A. Pearce - Clinical Professor of Management & Organizations

"This experience widened my perspective as an internal and external change agent. New concepts were introduced with practical, actionable application. Familiar concepts were presented with a new perspective that inspired deeper thought. Equally important, the diverse experiences shared by my fellow participants highlighted the wealth and breadth of knowledge that exists in this type of global learning environment. I can’t speak highly enough about this experience."
Assistant Director/Organizational Consultant, SamaraCare Consulting

"Driving Organizational Change departs from traditional change management models to focus on change leadership with an emphasis on the human aspects of change. The program is a potent mix of concepts/frameworks and opportunities to put those ideas into practice. The diversity of participants (range of sectors, industries, geographies and professions) made for a particularly rich learning experience."
Director, Human Resources, Independent Electricity System Operator (IESO)

"When I signed up for [this program], I was seeking the latest tools and ideas for facilitating organizational changes within my company, as well as an opportunity to test drive the tools before returning to my workplace. My expectations were exceeded! The [faculty] covered a wide spectrum of implementing change within an organization and provided lots of hands-on learning opportunities. In working closely with fellow participants, we developed such camaraderie that we’ve stayed in touch since completion of the program."
Managing Director, Demand Management, Blue Cross Blue Shield Association