Managers are promoted for competence and then judged on deep cultural change management, which nobody trained them for. Most failures in change management trace back to a conversation someone avoided having. Improvement in the wider organisational leadership agenda stalls when it depends on one capable individual rather than a defined method. It establishes a shared vocabulary for deep cultural change management so that teams can disagree productively about it. Exercises escalate in difficulty, ending with the ambiguous situations that make the organisational leadership discipline hard in practice. The result is the confidence to make and defend decisions about change management under scrutiny. Across sectors, teams that rehearse deep cultural change management outperform teams that only plan it. It is pitched for practitioners with responsibility for change management, not for observers of it. The programme closes with an action plan for this aspect of organisational leadership that each participant writes for their own organisation.
Expected Learning Outcomes
✓
Align the incentives of different functions so deep cultural change management is not quietly sabotaged.
✓
Set direction on change management that people can act on without further interpretation.
✓
Develop successors capable of running deep cultural change management without you.
✓
Identify the failure points in change management most likely to cause loss, and control them first.
✓
Assess the current state of deep cultural change management against a structured set of criteria rather than impressions.
✓
Adapt recognised practice on change management to local constraints without hollowing it out.
✓
Review your own performance on deep cultural change management as rigorously as you review others'.
Who Should Attend
✓
Compliance and governance staff whose remit includes deep cultural change management.
✓
Human resources partners advising leaders on change management.
✓
Public sector managers applying deep cultural change management within institutional constraints.
✓
Founders and owner-managers formalising change management as the organisation grows.
✓
Department heads and senior managers accountable for deep cultural change management.
✓
Project and programme managers whose delivery depends on change management.
Course Modules
Open any module to see its sessions and topics.
01
Deep cultural change management: setting direction people can act on
2 sessions · 8 points
Session 1What has to be agreed before work on deep cultural change management starts
Verify six months later that changes to deep cultural change management have held.
Establish what evidence demonstrates change management is under control.
Prepare how you will respond when deep cultural change management is challenged publicly.
Identify your successor for change management and the gap they need to close.
Session 2Reading the room before proposing change management
Agree what will be standardised in deep cultural change management and what will not.
Record the rationale for each significant choice made about change management.
Name the person accountable for each part of deep cultural change management, not the committee.
Identify the conversation about change management you have been postponing, and schedule it.
