Change Management: Leading Agile Systems Change Management
What you'll learn
- How to Engage Employees and Stakeholders in Designing Your Future Organization and Culture
- Analyze the Change Drivers that will Require You to Change Your Business Processes and Culture
- Learn a proven change process that you can implement in your organization
- You will maximize stakeholder engagement and minimize resistance to change.
Requirements
- A desire to lead and facilitate change in your organization
Description
Change is now and forever. It is not optional any more than breathing and sleeping and doing it well is a requirement of organization health. Learning to capture the competitive advantage of a changing landscape is an essential skill for leaders.
This course is based on the forty five years of experience helping companies like Merck, Shell Oil, Honeywell, Honda and dozens of others to create cultures of engagement and continuous improvement.
There are three major topics of the course. The first two, which may be optional, are the background knowledge of the research on change efforts and the lessons learned, and previous models of change management. The third is a six stage model of leading change in a manner that maximizes engagement and reduces resistance. The method of change presented in this course is whole-system design that engages stakeholders in the creation and implementation of change.
The course contains fifteen assignments that lead the student through the design process, 24 downloadable resources, including the complete set of 180 PPTs.
Two of the most important words in change management are engagement and resistance. Change management consultants are often hired to overcome resistance to proposed changes. The problem is that management often creates that resistance by failing to engage employees and other stakeholders in the analysis and decision process that leads to the change. This course presents a comprehensive and proven method of engaging all stakeholders, including customers, suppliers, and employees in the developing the change that can transform a company's performance and culture. When stakeholders are engaged in creating the change two things happen: first the quality of decisions improve and second, there is little resistance to the implementation of that change.
Lawrence Miller has forty five years of field experience helping companies like Merck, Shell Oil, Honeywell, Coca-Cola, Honda America, Mack Trucks and dozens of other major corporations as well as smaller entrepreneurial companies to create and manage change. He is the author of eleven books and has about 250,000 students in his online courses.
Who this course is for:
- All managers, facilitators and entrepreneurs
Instructor
- 4.6 Instructor Rating
- 100,836 Reviews
- 282,654 Students
- 18 Courses
Larry Miller is now teaching eighteen courses with more than 260,000 students in 200 countries on Udemy. He is the author of eleven books, and has more than forty years of experience consulting with major corporations on their culture and management systems. Several of his courses on management and leadership are best selling courses in their category and have been adopted by major corporations as part of their leadership development and lean culture implementation process.
His expertise is derived from hands on experience creating change in the culture of more than a hundred organizations. Among his consulting clients have been Honda, 3M, Corning, Shell Oil Company, Amoco and Texaco, Shell Chemicals, Air Canada Eastman Chemicals, Xerox, Harris Corporation, Chick-fil-A, Merck and Upjohn Pharmaceuticals, United Technologies, Metropolitan Life and Landmark Communications.
He began his work in youth prisons after recognizing that the learning system in the organization had exactly the opposite of its intended effect – increasing, rather than decreasing, dysfunctional behavior. For four years he worked to redesign the prison system by establishing the first free- economy behind prison walls, where each inmate had to pay rent, maintain a checking account, and pay for everything he desired. This was his first organizational transformation.
He has been consulting, writing and speaking about business organization and culture since 1973. After ten years with another consulting firm, he formed his own firm, the Miller Howard Consulting Group in 1983. In 1998 he sold his firm to Towers Perrin, an international human resource consulting firm and became a Principal of that firm. In 1999 he left to focus on solo consulting projects.
He and his firm were one of the early proponents of team-based management and worked with many clients to implement Team Management from the senior executive team to include every level and every employee in the organization. The Team Management process created a company of business managers, with every employee focused on continuous improvement of business performance. In addition to directing the overall change process, Mr. Miller personally coached the senior management team of many of his clients.
The implementation of Team Management led to the realization that the whole-system of the organization needed to be redesigned to create alignment so all systems, structure, skills, style and symbols support the same goals and culture. From this realization he developed the process of Whole System Architecture that is a high involvement method of rethinking all of the systems and culture of the organization.
Mr. Miller has authored eleven books, among them American Spirit: Visions of A New Corporate Culture, which was the text for Honda of America's course on their values and culture; and Barbarians to Bureaucrats: Corporate Life Cycle Strategies, which draws on the history of the rise and fall of civilizations to illustrate the patterns of leadership and evolution in corporate cultures. Most recently he authored Getting to Lean – Transformational Change Management that draws on the best change management practices such as socio-technical system design, appreciative inquiry, and systems thinking or learning organizations to provide a road map to transforming organizations. He has also authored Team Kata --Your Guide to Becoming A High Performing Team, the core human process of lean organizations. Most recently he published The Lean Coach that corresponds to his course on Coaching Leaders for Success. He has appeared on the Today Show, CNN, made many appearances on CNBC, has written for The New York Times and been the subject of a feature story in Industry Week magazine. He was recently the subject of articles in Fast Company and Inc. Magazine.