Managing Leading Organisational Change
3 days|Delivered on request
This programme is for the person accountable for the work rather than the person doing it. It covers mergers and integration and leading through change from the position of someone who must review, approve and answer for the output. Managers carry this because executives are increasingly appointed for functional depth and then judged on enterprise judgement, and the accountability does not delegate cleanly. Delegates leave able to work confidently with enterprise risk oversight, organisational culture and strategy execution in their own organisation.
What delegates leave able to do
- Take ownership of enterprise risk oversight rather than escalating it, measured against the balanced scorecard
- Spot where organisational culture is failing before it becomes a finding
- Make a decision about strategy execution without waiting for a specialist
- Put stakeholder management on a footing they can defend to a reviewer
What the course covers
- Mergers and integration
- Leading through change
- Enterprise risk oversight
- Organisational culture
- Strategy execution
- Stakeholder management
- Strategic planning
Who should attend
- board members
- divisional heads
- executive committee members
- general managers
- senior managers preparing for executive roles
