Strategic management and leading change
Context and rationale
A constantly changing environment, evolving market practices and needs, the need to rethink the company's activities, unsuitable skills: all these issues force any company that wants to stay competitive to enter a phase of change.
Leading change is a far-reaching process. Often experienced as a destabilising period, it must nevertheless generate buy-in. To steer it, you need to develop and implement an action plan: build a strategy specific to the company's needs, combat routines, develop skills and make change last. At the heart of this reorganisation project, the manager wears many hats and takes account of both human aspects and processes.
This course will enable you to develop your own personalised change management action plan, enriching it throughout workshops carried out individually or in teams, through discussions with the group and the trainer's personalised advice.
Training objectives
- Mastering the main tools and approaches for the strategic analysis of your organisation
- Knowing how to diagnose a change (strategic, cultural, organisational, IT) in an organisation
- Developing a change strategy and breaking it down into an operational action plan
- Building training, communication and support plans
- Setting up systems for steering change
- Leading and steering a change management project while constantly adapting to the objectives set
- Generating buy-in and supporting the change project
- Deploying agile change approaches based on participatory workshops
Training content
Module 1: defining the context of the change management project
- Defining the concept of change in a company (factors, types, etc.).
- Identifying the context and the people involved in the change.
- Knowing the different phases of change (before, at the start, during, after) and the possible impacts (discovery, resistance, adoption).
- Supporting the company through change: training, tools, organisation, etc.
- Determining what needs to evolve in your own stance towards change (anticipation, preparation, strengths, benefits).
- Resistance to change.
Module 2: interpreting strategic decisions to measure organisational change
- Making links between strategy and organisation.
- Recognising the historical stages of organisational forms.
- Discerning the nature of organisational identity.
- Anticipating the organisational constraints to be removed in order to introduce change.
Module 3: the organisational diagnosis of your structure
- Organisational performance: from strategic to operational objectives, tools for analysing and measuring performance.
- Analysing and forecasting the impact of major changes in the environment.
- Drawing up a map of stakeholders.
- Analysing the business sector and the organisation's positioning.
- Carrying out the strategic analysis of strengths, weaknesses, opportunities and threats.
- Diagnosing the organisation and how it works.
Module 4: the construction phase of a change management project
- The overall process of change: the change management approach; assessing your organisation's capacity and maturity to transform; developing the overall deployment strategy.
- Analysing changes: the diagnosis; analysing the impact of changes on the business model, human resources, management, the information system, the organisation and its methods; drawing up the socio-dynamic map; understanding the strategic issues and measuring the acceptability of change; defining the conditions and key success factors for a successful transformation; mapping transformation risks; what reasonable actions should be implemented; promoting a shared vision of the transformation strategy.
- The budget of a change management project: sizing factors for a change management project; parameters for calculating a budget; what are the benefits and costs of a change support project?
- Building a change support project: defining and adapting change and change support actions; identifying the stages and planning them; preparing a forecast budget according to the actions chosen; formalising change objectives and indicators; organising the change management project; the different possible organisations and their respective advantages and disadvantages; how to adapt a change management project to an SME; steering and monitoring the expected changes: change dashboard indicators; drawing up the general change support plan.
Module 5: carrying out a change management project
- Defining and implementing the communication plan: the challenges of communication. Why, when and how should you communicate? Internal communication (unions, staff); external communication (clients, partners, shareholders); the rules of successful communication; how to present a change properly so that it reduces resistance and arouses desire; how to ensure that management relays the message; building a communication plan; examples; outline of a motivating speech: how to maintain motivation over time; communication tools (chatbots, gaming).
- Defining and implementing the training plan: building a training plan. Where are the real difficulties? The challenges; the basic principles. How, by what means and by whom? The key topics to cover in training; how to avoid productivity losses after training; how to ensure a successful project start after training; training tools (reverse mentoring, learning expeditions, MOOCs, World Café...).
- Defining and implementing the user support plan: building a support plan; the basic principles. How, by what means and by whom? Support tools (coaching, tutoring...).
- Managing conflict in a context of change: preventing and managing conflict; understanding and managing psychological games during change; becoming aware of your own emotions and those of others; getting out of a crisis: establishing and maintaining a cooperative relationship.
- How to adapt a change management project to an SME: how to adapt the organisation, arrangements, schedule, budget and team to the context of an SME.
Module 6: driving and supporting change
- Understanding the mechanisms and causes of resistance behind human behaviour in the face of change.
- Steering and leading change in project mode: identifying and anticipating risks; keeping the change project alive inside and outside the organisation; defining each person's contributions and results indicators; supporting those involved, encouraging discussion, proposing support measures; highlighting successes and progress.
- Communicating and maintaining change communication to build trust and gain buy-in.
Let's discuss your training needs
Free, no-obligation offer. An adviser will call you back within 48 hours.