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Target
Population : Senior and
middle management staff who are involved the the process
of strategy formulation, organisational development,
culture building or any other organisation-wide change
initiatives
Methodology
:Harvard Business School
case studies, short lecturettes, Discussions, structured
experience, role play etc. Focus will centre on real
organisational examples to provide for sufficient
analysis of existing and best practice. Ample
opportunities will also be given to participants to
share their own organisation’s experience and
challenges.
OBJECTIVES
OF THIS PROGRAM
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By the end of the
program, participants will be able to:
- Consider the benefits
of approaching change from a
transformational perspective vis-à-vis a
programmatic approach to change.
- Identify both the
driving and resisting forces for change in
their current current organisation
- Use a proven best
practice organisation development process
for aligning strategy, organisation, people
and culture
- Apply a human capital
development strategy to ensure and sustain a
strategic advantage
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Program
Outline
INTRODUCTION TO
ORGANISATIONAL DEVELOPMENT
- Definition and characteristics
- The social technical system of
organisation
- The organisational iceberg
APPROACHES TO
PLANNED CHANGE
- Why change programs do not
work?
- The organisational paradox of
Theory E or Theory O to Change
- How to develop an organisation
capable of sustained high performance
- Case Studies
IDENTIFYING THE
FORCES FOR CHANGE
- Exercises on internal and
external forces
- Force Field Analysis exercise
- Creating A Strategic Statement
To Drive Change
THE
ORGANISATION FITNESS PROFILING PROCESS (OFP)
- A best practice process for
aligning strategy, organization, people and culture
- The concept of fit and fitness
- Core principles for building
fit and fitness
- The silent killers that block
change and learning
- A roadmap for diagnosing and
reengineering the organization system
- Case studies
PRACTICAL
IMPLEMENTATION OF THE OFP PROCESS
- Develop a compelling statement
of direction
- Process Steps
- Key techniques and
methodologies used
- Who is involved and in what
manner?
- Implementing the breakthrough
plan
- The key predictor of sustained
impact of the OFP
- Group Discussion on
implementing OFP in their organisation
HUMAN CAPITAL
CONSIDERATIONS IN TRANSFORMATIONAL CHANGE
- The strategic function of Human
Resource in organisations
- The Human Capital Investment
Framework
- Building strategic capabilities
and aligning human competencies: The Line Of Sight
Concept
- Identifying the critical
constraints and defining the required processes with
its associated competencies requirements: Group
Discussion
REACHING A NEW
EQUILIBRIUM
- The organisational learning
curve for change
- What is needed for sustainable
and deep impact change?
- Where Does Change Begin?
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Transformational
Change