Event - Leading and Mobilising Strategy Programme
Delegates will learn how to improve the quality and sustainability of strategic change through better the leadership and mobilisation of strategy
Purpose
The aim of the programme is to help delegates understand the ingredients of successful change and to provide the opportunity to practise their skills in a safe and supportive environment.
Research shows that the great majority of strategic change does not succeed. In fact, on average around 70% of strategic change, from mergers and acquisitions to internal change programmes fail. The cost associated with these failures is significant.
Our programme will help you improve your effectiveness as a leader of strategic change and to avoid the costs of failure.
Participants
Anyone with a role in leading, whether directly or indirectly, will benefit from the programme. Typically our delegates are managers and executives from both the public and private sector, with a change agenda and a desire to improve the mobilisation of strategy in their organisations.
Workshop Facilitators
Paul Oliver, a former BT director of strategy and development, will facilitate the workshop. He worked with BT for 18 years, having held a range of line management and staff positions.
Paul is a research associate with the Advanced Institute of Management Research, a member of international advisory committee for Learning, Organizing and Complexity as part of the International Conference on Complexity and Society and is also a non-executive director of a number of small businesses. He is an alumnus of the Strategic Leadership Programme at Templeton College, Oxford, has a degree in Business Studies from Middlesex University Business School and is a Fellow of the Chartered Institute of Management Accountants.
Overview
The principal role of a leader is to maintain the viability of the organisations they lead. This means remaining interdependent with the organisation’s stakeholders by both creating and realising value. The two issues that leaders must address in maintaining viability are the rate of adaptation, the degree to which the organisation remains aligned with the environment, and secondly, the latency of adaptation, the speed at which adaptation takes place.
The programme is designed so that delegates become familiar with 7 leadership behaviours that will increase the chances of successfully mobilising strategic change and maintaining viability. The 7 behaviours are as follows:
DEMIST AND DEMYSTIFY – Successful strategy relies on knowing the fundamental qualities and characteristics that set the organisation apart from its peers and rivals. Clarity over why an organisation exists is the basis upon which it competes for customers and resources.
THINK OUTSIDE-IN – At the heart of viability is the ability to adapt to changes in the environment. To do this, strategies must be developed from the perspective of stakeholders, incorporating potential alternative futures.
EVERYTHING IS CONNECTED – Plans that fit together coherently and congruently, allow successful and speedy implementation whilst eliminating value destroying costs of failure.
MAP THE SYSTEM – Any effective organisation is a system consisting of people working together with a shared purpose. This is achieved by being explicit and clear about how the relationships between people will work. Latency of adaptation and change is minimised by providing clarity of role and responsibility, through carefully selecting the right people for the job and carefully leading them through the team development cycle.
COMMUNICATE AND ENGAGE – Successful mobilisation of strategic change is reliant upon people changing their old behaviours to new ones. Having an engaging story to capture the hearts, minds and emotions of those we wish to mobilise helps people understand how they can contribute. Importantly it also creates a desire to become part of the story.
PERFORMANCE NOT PERCEPTIONS – An objective assessment of progress in the mobilisation of strategy is vital in order to refine and refresh strategy. Focussing on an objective assessment of progress using performance and results not perceptions and relationships is vital to both the short term performance and long term health of the organisation.
MOBILISATION – When a strategy is mobilised, individuals change their behaviour. The first person to do this has to be the leader of the change. Every leader needs a personal mobilisation plan and to adopt a leadership style appropriate to the situation. A leader has to be the change they wish to see.
Course Content
The programme is structured around the seven behaviours described above and is a combination of short lecture inputs, syndicate working, experiential learning and personal reflection.
Each delegate will use three key outputs to assist them in their learning:
- Personal Mobilisation Plan describing how the delegate is planning to change in order to begin the mobilisation of the change they wish to see.
- Participation Map showing the basis upon which an organisation competes for customers and resources, the areas it must win in, how it will address those areas and the keys processes in which it must excel to gain the advantage.
- Engaging Story that is compelling and creates the desire on the part of others to become part of the story.
The course lasts 2 days and it is recommended, but not compulsory, that delegates stay overnight to get the full benefit of networking with other delegates.
Programme Details
If you wish to enrol for the programme or want more details please email programmes@conduco-consulting.com, complete the contact form or call 01895 834994.
The cost of the programme is £1,195 per delegate. The costs exclude VAT and costs of overnight accommodation in the college.
Client Feedback From Previous Conduco Programmes
“Very thought provoking session that included immediately actionable tools”
“Many, many thanks for an incredibly professional and helpful workshop”
“Powerful model, excellent, insightful”
“I am glad I came and I’ve decided to use the approach for refashioning my unit”
“Great for SMEs and small businesses…even more so for big organisations”
