What you will be able to do
- Make a clear case for change that people can repeat
- Map stakeholders and anticipate resistance
- Plan communication and involvement throughout the change
- Embed new practices so that they outlast the project
Who it is for
- Senior and middle managers leading a reform
- Members of transformation or modernisation units
- Project leaders whose projects change how people work
Prerequisites
- Current or upcoming responsibility for a change
Program
Why change, why now
- The case for change in one page
- What will stay the same
- Sponsorship and the leadership team
People and resistance
- Stakeholder mapping
- Understanding resistance instead of fighting it
- Involving staff representatives and partners
Leading the transition
- Communication that answers real questions
- Early results that build confidence
- Managing workload during the transition
Making it last
- Aligning processes, roles and incentives
- Measuring adoption, not just delivery
- Handing over to line management
How we work
- Participants work on a change they are leading
- Peer coaching in small groups
- Case studies of public sector reforms