Executing Strategy

Executing Business Change


This course provides insights into both the 'soft' and 'hard' sides of preparing for change.  By attending, participants will learn how to integrate the two different aspects of change into single, coherent and co-ordinated approach to smoothly executing business changes.

Who Should Attend

Anyone who wishes to gain a solid overvew of how to execute change.


Drivers of Change

  • What causes change?
  • Fortune 500 - The changing landscape
  • Five competitive forces
  • The corporate lifecycle
  • Self-assessment to identify drivers of change in your organisation

Orders of Magnitude of Change

  • What degree of change does your organization require?
  • An intergrated model of how to assess the challenges
  • What are the implementation options?
  • The 'pros' and 'cons' of different approaches
  • How to choose the most appropriate implementation approach for change initiatives

Joining Up Change Programmes

  • The vital importance of aligning change with corporate missions and strategy
  • Ensuring that the organizational design will support the suggested changes
  • Auditing processes, to ensure that they are 'fit for purpose' for the future way of working
  • The crucial nature of communications and consequences of poor communications
  • Developing an understanding of the impacts of change on the organization and mitigating these
  • Introducing suitable compensation policies to reward and retain the right people

Building Resilience

  • Recognising the external and internal transistions that change creates
  • A model to recognise the stages of change
  • How people feel when experiencing change
  • Using the three step change model to make transitions easy to accept and survive
  • The 'Valley of Tears' or why managers need to understand the downside impact of the change transitions

Personality Impact

  • Before the programme, you will complete a personality assessment
  • During the programme, you will receive feedback on the results
  • You will take part in a number of small exercises and demonstrations to illustrate the profound impact of personality preference of attitude to change
  • You will learn how to help others deal with change

Typical Attitudes to Change in the Workforce

  • Insights from Rehnmann & Harnwall's research on the attitudes of workforces to change
  • The helpful attitudes to change, identifying the potential champions and helpers
  • The unhelpful attitudes to change and how to mitigate the impact of these
  • Why is it important to protect and nuture the honest opponents
  • Overcoming the resistance to change, whilst increasing engagement and 'buy in'

Project Charter

  • Purpose of the charter
  • Contents, structure and key aspects
  • The core team roles in a change initiative
  • The consequences of having no charter
  • Using the charter to direct change initiative

Work Breakdown Structure

  • The purpose of WBS
  • Decomposing the levels of the WBS and achieving a appropriate granularity
  • A practical and pragmatic method to produce the WBS and gain team buy in
  • Using the WBS for impact analysis
  • The WBS as a communication tool