Change Management Seminar
(in English) |
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SHORT
SEMINARS
Enclosed you will find a proposal for:
Leading Change and Corporate Renewal.
BUSINESS TRANSFORMATION - CHANGE MANAGEMENT
The Formula to Grow in a Competitive Environment
This seminar – workshop could be delivered in 8 to 40 hours, according to the subjects to be covered and the desired depth. A short two-hour conference is also available.
The activity could be “open”, i.e. for a heterogeneous group of participants or “in-house” (for employees of the same company).
ORGANIZATIONAL CHANGE: NEW APPROACHES.
Different studies have demonstrated that change efforts results are less than satisfactory. There are examples of unsuccessful and healthy companies in every industry (United vs. Southwest , Wal-Mart vs. K-Mart) and in every country (the German BMW vs. the Italian Fiat, coffee producers in Vietnam vs. some coffee producers in Central America, sugar cane producers in Australia vs. some sugar cane producers in Mexico). In some cases the solution is not clear (what should McDonald’s or Home Depot do to improve results?
There are more than 50 words to explain how an organization tries to remain competitive. Different authors propose different approaches. In the middle of that flood of concepts and fads, a typical manager asks: “What should I use?” “Which is the best approach for my firm?” “How do I use the accumulated experience to avoid mistakes?” “Which are the most useful practical experiences?” “Are the approaches in other countries different?”.
R. Biasca is an Argentine professor and consultant that, in the last years, has published a set of three books summarizing his approach to business transformation, with numerous examples of organizations in different countries. He lives, works in Colorado since year 2003 and he teaches Organizational Change at a local university.
OBJECTIVES
This seminar will allow the participant to:
- Understand common aspects and differences between business administration approaches.
- Clarify the difference between discontinuous and continuous change.
- Establish opportunities for change and make proposals.
- Know examples from other organizations.
Organize the transformation effort and fight execution problems.
Get a list of different sources of information.
Make questions about his/her organization to the speaker.
THE APPROACH
A a holistic, interdisciplinary and practical three-phase model is proposed. The purpose is to determine the precise transformation that can improve results substantially.
It is adequate for service and for manufacturing companies. It can be applied to organizations of different sizes. This seminar puts emphasis in practical aspects that are needed to implement transformations.
Up-dated knowledge is included. Active teaching techniques are used and participants are active most of the time.
DESTINATARIES
Graduates in Business Administration, Economics, Psychology , Sociology and Engineering. Senior Executives, Managers, Supervisors and employees of all areas of different organizations.
Professionals interested in subjects like Competitiveness, Strategic Management, Productivity Improvement, TQM, Organizational Development, Systems Streamlining, Cost Reduction, Restructurings, Turnaround.
MATERIALS FOR the PARTICIPANTS
R.Biasca’s books are not in English. The participant will receive, in English:
Copies of the slides.
A code to access to a private section of www.biasca.com that has additional material.
SCHEDULE-HOURS
To be defined.
Subjects to Cover
A. COMPETITIVENESS: THE CHALLENGE OF THE THIRD MILLENNIUM.
- The need for better results.
- The three phases in the competitiveness improvement process.
B. PHASE 1. ARE WE COMPETITIVE?
The competitive position assessment.
After analyzing the environment and the firm, the competitive deterioration is estimated to determine how much change is needed and how much time is available to make the change.
- How do I do the analysis in my company?
- Examples of different companies in different countries.
C. PHASE 2. THE SUCCESS FORMULA.
Improvement proposals.
After an exhaustive study of change approaches, research on the subject and managerial experience a general business transformation “formula” is derived. For each competitive situation the formula is different (and usually different names are used to mention it). The formula is a set of innovation projects with different priorities and impact.
- Different approaches. Formulas for deep change and continuous improvement.
- Examples in different companies in different countries.
D. PHASE 3. EXECUTION.
Action.
To transform ideas in concrete results at least four aspects need to be considered: the necessary implementation steps, how to modify human and firm behavior, the competitive position and the country where the organization is located.
- Implementation problems: practical recommendations.
- Examples.
E. DIVERSITY.
Most foreign managers assume that what is true for Americans working in the United States is also true for people from other countries. Sometimes it is not. Some American managers think they can manage a diverse workforce in the same way that an homogeneous American workforce. Sometimes they cannot. Cross-cultural management applied to change management concepts is a new field relative to the traditional study of management, and there are not too many examples to show what is being done.
- Managing diversity.
- R.Biasca’s experiences. Lessons learnt.
F. SOURCES OF INFORMATION.
Books published. Interesting websites.
G. DEBATE
How do I apply these concepts and experiences to my company?
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