Communicate the reasoning behind technology change management, not only the conclusion.
Managing Technology Change and Its Effect on Daily Work Culture
Move technology change management from general awareness to a repeatable, reviewable practice.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Teams read what their leaders tolerate on technology change management far more accurately than what their leaders announce. Authority is granted by the organisation; credibility in this strand of organisational leadership is earned separately. The result is the confidence to make and defend decisions about the organisational leadership capability under scrutiny. Sessions alternate between guided analysis of technology change management and supervised application. Improvement in the organisational leadership discipline stalls when it depends on one capable individual rather than a defined method. Comparative studies of this strand of organisational leadership across sectors find the same handful of failure points recurring. The programme suits teams tackling technology change management together as readily as individuals attending alone. The programme converts this aspect of organisational leadership from an area of general awareness into a set of repeatable practices. The final session converts the week's work on the organisational leadership discipline into commitments with owners and dates.
Expected Learning Outcomes
Distinguish the parts of technology change management that must be standardised from those that require judgement.
Align the incentives of different functions so technology change management is not quietly sabotaged.
Protect the team's capacity so technology change management is not delivered through exhaustion.
Review your own performance on technology change management as rigorously as you review others'.
Translate policy on technology change management into procedures that hold up under day-to-day pressure.
Assess the current state of technology change management against a structured set of criteria rather than impressions.
Who Should Attend
Team leaders and supervisors who put technology change management into practice day to day.
Newly promoted managers taking on technology change management for the first time.
Founders and owner-managers formalising technology change management as the organisation grows.
Consultants coaching leadership teams on technology change management.
Team leaders responsible for daily delivery of technology change management.
Department heads accountable for the results of technology change management.
Course Modules
Technology change management: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1The hard cases in technology change management and how to reason about them
- Recognise publicly one person whose work on technology change management went unnoticed.
- Name the person accountable for each part of technology change management, not the committee.
- Prepare the response for the most likely failure in technology change management.
- Set out how exceptions to technology change management are requested and approved.
Session 2Building the method for technology change management step by step
- Record the rationale for each significant choice made about technology change management.
- Decide the point at which you would escalate technology change management.
- Assess the workload technology change management adds and what you will remove to make room.
- Estimate the resource technology change management requires to run as designed.
Technology change management: building the bench and letting go
2 sessions · 8 pointsSession 1Deciding on technology change management when the information will never be complete
- Give one piece of specific feedback on technology change management within the week.
- Set the review point at which technology change management will be reconsidered.
- Arrange the handover of technology change management so capability survives staff changes.
- Confirm that the people affected by technology change management heard it from you first.
Session 2Showing that technology change management changed something measurable
- Confirm that reporting on technology change management reaches the people who can act.
- Agree the standard on technology change management and confirm it applies to everyone.
- Reduce the variation in how technology change management is carried out between teams.
- State the outcome expected from technology change management in a single sentence anyone can repeat.
Technology change management: delegation, trust and accountability
2 sessions · 8 pointsSession 1Making technology change management work when resources are constrained
- Confirm that those complying with technology change management understand why it exists.
- Agree the smallest change to technology change management that would be visibly useful.
- Set the decision rights on technology change management: who decides, who is consulted, who is told.
- Draft the minimum viable leadership plan for technology change management.
Session 2Recovering after a visible mistake on technology change management
- Ask the team what they think is wrong with the plan for technology change management.
- Review a past decision on technology change management and state honestly what you would change.
- Plan the sequence in which improvements to technology change management will be introduced.
- Write down the assumptions underpinning the approach to technology change management.
Technology change management: conflict, politics and informal power
2 sessions · 8 pointsSession 1Building someone who can run technology change management without you
- Agree what will be standardised in technology change management and what will not.
- Record what was learned when technology change management did not go as planned.
- Rehearse the briefing on technology change management that would follow an incident.
- Assign responsibility for keeping documentation of technology change management current.
Session 2Delegating technology change management without abandoning it
- Test whether the team can explain technology change management in their own words.
- Prepare how you will respond when technology change management is challenged publicly.
- Identify which function can quietly block technology change management and address it directly.
- Identify the conversation about technology change management you have been postponing, and schedule it.
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
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