Align the incentives of different functions so deep cultural change management is not quietly sabotaged.
Managing Deep Cultural Change Inside Traditional Organisations
A working programme in deep cultural change management for managers who have to deliver with existing resources.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
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
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
Deep cultural change management: setting direction people can act on
2 sessions · 8 pointsSession 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.
Change management: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Testing change management before relying on it
- Assess the workload deep cultural change management adds and what you will remove to make room.
- Remove steps in change management that add effort without adding assurance.
- Decide what will be stopped to create capacity for deep cultural change management.
- Record what was learned when change management did not go as planned.
Session 2Holding the line on change management when it costs you
- Map the handovers in deep cultural change management between functions and secure them.
- Set the review point at which change management will be reconsidered.
- Test whether the team can explain deep cultural change management in their own words.
- Compare the cost of change management with the cost of its absence.
Change management: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Showing that change management changed something measurable
- Arrange the handover of deep cultural change management so capability survives staff changes.
- Prepare the summary of change management that senior management will read.
- Review a past decision on deep cultural change management and state honestly what you would change.
- Rank the weaknesses in change management by consequence rather than by ease of fixing.
Session 2Applying the standard on deep cultural change management to your best performer
- Prepare the response for the most likely failure in deep cultural change management.
- Agree the standard on change management and confirm it applies to everyone.
- Write down the reasoning behind your position on deep cultural change management.
- Decide the point at which you would escalate change management.
Change management: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Delegating change management without abandoning it
- Identify which function can quietly block deep cultural change management and address it directly.
- State the outcome expected from change management in a single sentence anyone can repeat.
- Identify where judgement in deep cultural change management is legitimate and where it is not.
- Ask the team what they think is wrong with the plan for change management.
Session 2Reading the current state of change management honestly
- Collect evidence on the present handling of deep cultural change management before proposing changes.
- Establish who is informed, consulted and accountable in change management.
- Set the decision rights on deep cultural change management: who decides, who is consulted, who is told.
- Decide what you will delegate on change management and what you will not, and say why.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.