Course Background:
Change is the only constant. Today, the external environment of enterprises is undergoing great changes, showing the characteristics of VUCA, how to enhance the sense of crisis of enterprises, actively embrace change, and cross the "Cave Ding Canyon" of change, has become the most challenging problem for all enterprises. John Cotter says that "over the past 20 years, all the objective evidence shows that there has been an increasing number of significant, often painful changes in organizations," but for most organizations, the results of change, the improvements, are often disappointing, to the point that companies are in a state of flux, resulting in wasted resources and low employee morale. Therefore, learning to transform organizational change and empowerment has become a core key issue that all enterprises must solve.
What are the characteristics of the VUCA era? Why Organizational Change in the VUCA Era? Why does organizational change often fail? How do you succeed in organizational change? How do you choose the right time for organizational change? What are the challenges and resistance to organizational change? What is the role of a leader in organizational change? What are the key steps for organizational change? What is a successful model for organizational change? How to improve organizational resilience and innovation? How can change inspire an employee's sense of urgency for change? How to empower employees to achieve organizational transformation? How to learn the way of change from John Cotter, Ren Zhengfei, Zhang Ruimin, Jack Ma, Jack Welch, as well as outstanding Chinese and foreign entrepreneurs and enterprises such as Midea, Haier, Huawei, and GE?
Zhang Ruimin said that there is no successful enterprise, only the enterprise of the times. John Cotter says that the way to achieve success is 75-80% leadership, and the remaining 20-25% management, not the other way around. Jack Welch said that those who lead change win, those who adapt to change survive, and those who are forced to change die.
Organizational Change: Agile Organization and Enabling Transformation" will provide us with insight into new thinking, new theories, new visions, new methods and new wisdom of organizational change in the VUCA era. New ideas, innovative thinking, transformation and change, managers, you need to embrace change, learn now, act now!
Course Benefits:
Analyze the VUCA contextual model logic for organizational change.
Master the theory of innovation and the essence of change in leading change.
Absorb the cases and wisdom of excellent organizational reform at home and abroad.
Learn the eight steps and patterns for navigating change leadership.
Course Duration:1-2 days, 6 hours days.
Course Audience:Chairman, general manager, director, vice president, director and other senior management personnel who are committed to the company's growth.
Course Format::
Consultative training: theoretical analysis + case analysis + practical exercises.
Problem-oriented, heuristic, situational experience, coaching, question-solving, interactive, and group discussion.
Course outline
Lecture 1: Business Scenarios and Logic of Organizational Change in the Uka Era
Case Study:Are you ready for a world of disruption?
Discuss:In the next ten years, what will enterprises fight for?
Case Study:What do the different organizational forces for change illustrate by COVID?
Method:VUCA Scenario Model Analysis.
1. The business logic of the 3C era and organizational change
Second, the "three major changes" of traditional organizational reform
1.The "Four New Economies" and New Opportunities for Organizational Change.
2.The ABC era brings new challenges to traditional organizational change.
3.Consumer market changes and organizational changes.
Pyramid organization and organizational change
1) The four major pain points of pyramid organization.
3. Symptoms of the need for change in the organization
Case Study:Lenovo Group's signs of change and change.
Case Study:Huawei's six major issues in organizational reform.
Case Study:Google's "Oxygen Plan" and Organizational Change.
Fourth, the principle and organizational dynamics of train vs EMU
5. Organizational change and organizational dynamics in the Internet era
Case 1:Organizational change of Midea Group.
Case 2:Samsung's Lee Kun-hee's view of organizational change.
Case 3:Jack Welch's view of organizational change.
Case 4:Ma Huateng's view of organizational change.
Teamwork:Analysis of the Dynamics and Resistance to Change in Traditional Organizations?
Teamwork:Who moved my cheese?
Lecture 2: Eight Steps to Leading Organizational Change and Case Studies
Discussion:Why do businesses need change?
1. Analysis of the eight reasons for the failure of organizational change
2. The driving force needed for successful change
Discussion:What are the obstacles to organizational change?
3. The "four attitudes" in the face of change
4. Psychological responses to the process of change
Case Study:Icebergs are melting.
5. Eight steps to leading organizational change
Step 1: Create a sense of urgency.
Step 2: Assemble a leadership team.
Step 3: Design a vision strategy.
Step 4: Communicate the vision for change.
Step 5: Be good at empowerment.
Step 6: Accumulate short-term wins.
Step 7: Promote change in depth
Step 8: Integrate the results into the culture.
Sixth, the development of organizational change
1.Change requires leadership, not management.
2.Transform the model of success.
3.Organizational change and empowerment transformation.
4.Organizational Learning Revolution and Empowerment Transformation.
5.Leaders become corporate coaches.
Case Study:Case study of Haier's organizational change.
Case Study:Case study of Huawei's organizational culture change.
Teamwork:What is the core and key to organizational change?