Current Public Seminars
Benefits from Implementing Change
Practical Tools that Deliver Results
Click here for an in-house quote request or for further information regarding in-house training.
Many organisations make significant investments to bring about improvement that meet competitive, customer, regulatory or technological challenges. No matter what the driver of change, the subject itself can be split into broadly two areas: planning the changes and implementing the changes.
Of the two, planning is by far the easier. Change implementation involves politics, perceived winners and losers, uncertainty about the future, loss of motivation and morale and a drop in employee engagement.
People leading change projects face huge pressures: on the one hand, the imperative to deliver tangible benefits and results and on the other, resistance to change in a variety of guises – from hostile and aggressive to passive and dismissive.
The only fixed variables are time and budgets. Board members, sponsors and senior responsible officers expect projects to deliver the promised benefits on time and within the agreed budgets. Providing them with long lists of reasons for delays in delivering benefits are messages that they often don’t want to hear.
The biggest challenges leaders face when implementing change are peoples’ behaviours, internal politics and power and communications. This workshop provides you with ‘tried and tested’ tools and techniques that will enable you to monitor the implementation health of your change projects.
By the end of this workshop you will be able to answer for your organisation:
- Whose behaviours are impeding and supporting the change? What can I do about those who are slowing down the change?
- How do I deliver benefits when people with power are blocking the change?
- Who are the most important stakeholders? What do they expect and how can I use those expectations to my advantage?
- How do I encourage a loss of employee engagement with the past and an increase in engagement with the future?
- What’s the most effective ways of communicating to key stakeholders?
- Rethinking change
- Getting rid of false gods
- It’s your mindset!
Strategy and Objectives
- Focus on what matters
- Whose objectives anyway?
- When numbers can tie you up in knots
- Ban the use of the word ‘culture’
- Plan to change behaviours
- Budget for the changes
Power and Politics
- It doesn’t have to be down and dirty
- Focus on the positives
- Make use of your network
- Avoiding miscommunications
- Develop your communication plan
- Get the messages right
- Implementing changes at strategic and operational level
- Understanding information systems and enterprise architecture
- Focusing on information
- Change Directors
- IS/IT Directors
- Enterprise Architects
- Information Architects
- Business Analysts
- IT Consultants / Advisors
- Strategic Planners
- Programme Managers
- Infrastructure Managers
- Project Leaders
Ashley Braganza is Professor of Organizational Transformation at Brunel University, London. He is Head of Department of Economics and Finance. Prior to becoming Head, Ashley held a number of senior positions in Brunel Business School, UK, which recently won the coveted Times Higher Education’s Business School of the Year Award. His research and consultancy expertise covers the development and implementation of change management. He has direct experience in creating and implementing strategic processes and enterprise-wide architectures. Some examples include his work with organizations such as DFiD (UK), Astra Zeneca, The National Audit Office, McDonalds, British Telecom, ABN Amro Bank, Brunel Business School and IFAD (Rome).
- Subject matter and/or speaker required
- Estimated number of delegates
- Location (town, country)
- Number of days required (if different from the public course)
- Preferred date
Telephone: +44 (0)20 8866 8366
Fax: +44 (0) 2036 277202
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