NEW! Managing and Leading Difficult Transformations with Olivier Lazar

What You Will Learn

Upon completion of this course, participants will be able to:

  • Describe the context and continuum of organizational transformations, how to navigate in a crisis, and how to determine the appropriate governance models.
  • Define the expected benefits of a transformation, identify stakeholders and understand their resistance factors, and identify political games and how to positively influence them.
  • Develop transformation and crisis response strategies, deploy and execute transformation and crisis response plans, and measure the impact in order to make decisions accordingly.

Description

Organizations need to change and transform to survive. This transformation can be intentional or triggered by external factors, including a major crisis, that create challenges to business continuity and require quick responses and reactiveness. Organizational transformation has become a trendy and frequent tendency in many companies today. Businesses try to transform themselves to gain agility, productivity, efficiency, and to develop additional value triggers for their clients and employees. That’s coming from the increasingly dynamic business environment, raising market complexity and technical factors such as the emergence of digital business models, globalization, and integration of automated artificial intelligence (AI) powered data processing. But there’s a harsh reality: 70% of digital transformations are deemed failures (Harvard Business Review, 2023)! This makes “Managing Difficult Transformations” sound like a euphemism.

In this training, learners will explore the context and continuum of organizational transformation and responses to crisis situations. We will review the application of the different levels of transformation to adjust the impact on the ability of the organization to absorb a certain level of change. We will then embrace the human aspects of transformation and crisis response such as what triggers resistance and what nurtures adherence. We’ll look at the political aspects related to any change in the way people work and interact that creates conflicts. We’ll debunk a few myths, for example: the 5 Whys.

Learners will examine how to define and communicate the transformation and crisis response strategies by translating them into a concrete set of actions. They will learn techniques on how to measure an organizational change’s progress and success aimed at sustaining and enhancing the core business values while developing organizational resilience.

This training is designed for managers, leaders, and contributors to organizational transformations, crisis response, and changes. We also welcome those who are impacted by a transformation, to understand where all of this comes from and where it should lead to.

The tools, techniques, tips, and tricks explored here come from the instructor’s experience in leading, managing, and assisting organizational transformations for the past 15+ years in various industries and cultures. 

AGENDA

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    • Introduction
    • Context of Organizational Transformation
      - Definitions
      - Transformation Triggers
      - Market and Nonmarket Triggers
      - Global Crisis as a Transformation Trigger
      - The Why of Transformation
    • Levels of Organizational Transformation
      - Breadth and Depth
      - Transformation Complexity
      - Transformation Continuum and Deployment Framework
      - The Crisis Triggered Transformation
    • Transformation and Organizational Readiness
      - Organizational Inertia
      - Organizational Entropy
      - Overcoming Organizational Inertia
      - Organizational Agility and Transformation Readiness
      - Transformation Horizon
      - Transformational Readiness and Crisis
    • Benefits, Capabilities, and Transformation
      - Benefits and Capabilities
      - Benefits and Capabilities in Times of Crisis
    • Constructing the Vision of Your Transformation
      - Defining the Vision of the Transformation
      - The Transformation’s “Why?”
      - Framing Your Vision
      - Assessing Your Transformation’s Environment: The (AI)3 Model
      - Transformation Strategy in Crisis Response Mode
    • The Business Case of the Organizational Transformation
      - Initiating the Transformation Business Case
    • Building the Transformation Initiative and Shaping the Effort
      - Defining and Constructing Value
      - Value Management
    • The Transformation Opportunity Chain
      - Stakeholder Identification and Analysis: the 4 I’s Model
      - Expectations, Change Needs, and Transformation Outcomes
      - Functions, Transformation Success Factors, and Transformation Outcome Metrics
      - Assessing Strategic Alignment
    • Assessing and Structuring the Transformation Initiative
      - Specific Activity, Continuous Improvement, Enhancement Projects, Change Programs, and Program of Programs
      - Crisis Reactive Transformation
      - Transformation Sponsorship

    • Managing, Executing, and Delivering the Transformation
      - Defining the Scope of the Transformation
      - Initiating Transformation Initiatives and Elements
    • Transformation and Risk Management
      - What is a Risk?
      - Uncertainty, Ambiguity, and Achievability
      - Levels of Uncertainty
      - Crisis Response and Issue Management
      - Transformation Risk Management Mindset
      - Constructing Opportunities
      - Risk Inputs
      - Environment and Strategic Transformation Risks
      - Cooperation Versus Collaboration
      - Accountability and Responsibility
      - Resistance to Change
      - Transformation SWOT Analysis
      - Transformation Risk Responses
    • Pacing the Transformation: Defining Roadmaps
      - Defining the Transformation Roadmap
      - Evolution of Value and Benefit Pacing
    • Delivering Transformation Elements
      - Executing Punctual Activities
      - Sustaining Continuous Improvement
      - Managing Enhancement Projects
      - Deploying Change Programs
      - Deploying Strategies for Programs of Programs
      - Executing the Crisis Response Strategy
    • Transformation Leadership
      - Resistance to Change
      - Decision-Making Principles
      - Influence and Resistance Tactics
      - Conflict Resolution
    • Stakeholder Management Strategies
      - Stakeholder Engagement
      - Transformation and Communications
      - Cultural Configuration
      - Transformation Leadership in Times of Crisis
    • Appraising the Transformation
      - Transformation Delivery
      - Manage Transformation Value
      - Integrating the Transformation Outcomes
      - When Change is No Change Anymore
    • Conclusion
      - Propagating Change
      - Changing the Organization and Changing the World!

This training was very informative, practical examples from the instructor, very good exercises using different business case. Need more trainings around Transformation.

Olivier was very thorough and gave good examples and test cases to support the different scenarios.

PDU Allocation Table

The table below displays the number of professional development units (PDUs) awarded for each PMI® credential, as they align to the PMI Talent Triangle®. Power Skills and Business Acumen PDUs apply evenly across all credentials and Ways of Working PDUs apply only to specific credentials. PDUs will be added in full to all eligible credentials. *Please note that the asterisked row below applies to the PMI® Agile Certification Journey and includes Disciplined Agile® Scrum Master (DASM), Disciplined Agile® Senior Scrum Master (DASSM), Disciplined Agile® Coach (DAC), and Disciplined Agile® Value Stream Consultant (DAVSC) certifications.
Ways of Working Power Skills Business Acumen Total
CAPM® / PMI-CP™ / PMP® / PgMP® 14 14 0 28.00
PMI-ACP® / Agile* 0 14 0 14.00
PMI-SP® 0 14 0 14.00
PMI-RMP® 0 14 0 14.00
PfMP® 0 14 0 14.00
PMI-PBA® 0 14 0 14.00
Ways of Working Power Skills Business Acument Talent Triangle

Instructor(s)

Olivier

Olivier Lazar PMI-ACP, PMI-PBA, PMI-RMP, PMI-SP, PMP, PgMP, PfMP

Olivier Lazar, a globally minded individual of Polish descent, was born in France and now resides in the United States. Since 2020, he has held the positions of vice president for community and impact at PMI and COO for the PMI Educational Foundation. In these roles, his primary responsibility is to empower project management practitioners and communities to make a positive and sustainable societal impact. Olivier's overarching goal is to utilize PMI as a platform to help build a better world, transforming both our own and their aspirations into reality.

Prior to joining PMI, he gained extensive experience in executive leadership, consultancy, coaching, and training across multiple industries and global organizations. Olivier is also the author of The Four Pillars of Portfolio Management, published by Taylor & Francis in 2018. He firmly believes in the power of knowledge sharing as a catalyst for both organizational and personal growth and development.

Training Information

PDUs
28
Level
Advanced
Dates
24 - 27 June 2024
Length
4 Days

Price

Member Price
US$3045.00
(US$2745.00 before 13 May)
Nonmember Price
US$3270.00
(US$2945.00 before 13 May)
Government Price
US$2745.00
Student Price
US$1359.00

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