NEW for 2017 Why has implementing enterprise-wide transformation proven to be troubling? When challenges persist it is often because there are embedded tensions or paradoxes that surface that seem unresolvable. This research-driven and practitioner-led program is designed to help senior executives avert failure, create cultures of agility and resiliency, and develop a customized blueprint for large-scale transformation in their organization.
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Implementing Enterprise-Wide Transformation Certificate Track: Strategy and Innovation Location:
Cambridge, MA Tuition:
$3,900 (excluding accommodations) Program Days (for ACE Credit) 2
We know through research and practice that two thirds of enterprise-wide transformation efforts fail to meet their intended objectives. Why? In today’s world, disruption can emerge from any place, any time and in ways unexpected. Leaders often ignore or miss the early warning signals, due to a variety of factors, including cultural inertia, lack of disciplined scanning and decision making processes, and siloed behavior that tends to discount troubling signs that impact other parts of the organization. When unit leaders turn inward to protect their entities, organizational agility becomes that much harder to achieve.
But effective leaders and their teams can beat the odds that their organizations’ transformation efforts will fail. How? They set proactive agendas that create an inspiring future for employees. They build trust-based cultures of openness and transparency, combined with the discipline to spot and solve significant problems collectively as a team. They align the “messaging” of their agendas with the metrics, milestones, and rewards that provide a clear line-of-sight for employees to understand how they can contribute and what behaviors are valued in their organizations.
During this two-day program, you will learn to spot potential derailers that prevent successful transformations; more importantly, you’ll learn how to become a successful transformation leader in your organization. Research based and practitioner led, the program environment is designed to help executives create a blueprint for their organization’s near- and longer-term transformation. Guest speakers will help to further demonstrate important conceptual examples, and significant time will be designated for peer collaboration and plan development.
This program is intended to help you:
Spot the warning signals of organizations in need of transformation
Create a proactive transformation agenda
Build a collective leadership capability to drive organizational transformation together
Create the disciplined processes to spot and address mission-critical capability gaps
Build the vital organizational networks needed to solve complex transformation challenges
Align messaging with metrics, milestones, and rewards
Create agile organizations by developing resilient leaders and employees
Develop a blueprint for transformation for your organization
This program is designed for senior executives who are currently engaged in or want to better understand enterprise-wide transformation. Ideal participants include:
C-suite executives responsible for enterprise-wide transformation
Senior HR and communication leaders
Line leaders
DAY 1 SAMPLE
9:00 AM - 10:30 AM
Why Transformation Efforts Fail—and what to do about it
10:45 AM - 12:30 PM
The Transformation Leader’s Job: HR’s, CEO as trans catalyst; HR’s role as reformulating human capital strategy; Head of communication strategies before during and after transformation; Line leader’s job
12:30 PM - 1:30 PM
Networking Lunch
1:30 PM - 3:15 PM
Case Study of a Transformation Challenge and a Successful Response
3:30 PM - 5:00 PM
Group Discussion and Preliminary Action Planning
DAY 2 SAMPLE
9:00 AM - 10:30 AM
Building organizational networks that drive successful transformation efforts
10:45 AM - 12:30 PM
Skills required to become a successful network leaders
12:30 PM - 1:30 PM
Networking Lunch
1:30 PM - 3:00 PM
Program peer coaching on addressing blockages to successful transformations
3:15 PM - 5:00 PM
Creating your transformation action plan
Please note that faculty are subject to change and not all faculty teach in each session of the program.
William F. Pounds Professor in Management / Professor of Organization Studies
Roberto M. Fernandez is an organizational sociologist who currently serves as the head of MIT Sloan’s Behavioral and Policy Sciences area, and as co-director of its Ph.D. program in Economic Sociology. His executive teaching duties include the management of innovation, change, and human resources; negotiations; networks; and power and politics in organizations. In addition, Fernandez is the chief professor in charge of MIT Sloan’s required MBA course on Organizational Processes. He has traveled extensively, lecturing in Abu Dhabi, Australia, Brazil, Hong Kong, Iceland, Singapore, and South Africa.
Fernandez has extensive experience doing field research in organizations, including an exhaustive five-year case study of a plant retooling and relocation. He is continuing his research on networks and hiring by studying financial services, market research, manufacturing, and retail sales jobs. His current research focuses on the organizational processes surrounding the hiring of new talent using data collected in 14 organizations.
Before joining MIT in 2000, Fernandez was a professor of organizational behavior at Stanford University’s Graduate School of Business from 1994 to 2000, serving as the area coordinator in charge of the school’s organizational behavior faculty. Prior to Stanford, he was associate professor of sociology and urban affairs at Northwestern University from 1989 to 1994. His first academic job was as an assistant professor of sociology at the University of Arizona from 1984 to 1989.
Fernandez is the author of over 40 articles and research papers published in the top academic journals in his field. A noted expert in organizational sociology, he is the recipient of numerous academic honors and awards.
He holds a BA in sociology magna cum laude from Harvard University, and both an MA and a PhD in sociology from the University of Chicago.
Douglas A. Ready is a professor at MIT’s Sloan School of Management and is the Founder and CEO of the International Consortium for Executive Development Research (ICEDR), a premier global HR talent academy for nearly forty world-class companies and more than twenty-five top-tier business schools. For more than two decades, Doug has been bringing together many of the world’s best companies and business schools to share innovations and excellent practice in talent, leadership and strategic change.
Doug is considered one of the world’s leading authorities on strategic talent management and executive development. He is the author of many highly popular Harvard Business Review articles including “The Power of Collective Ambition,” “The Hallmarks of a Game-Changing Talent Strategy”, “Are You a High Potential?” “Make Your Company a Talent Factory,” “Winning the Race for Talent in Emerging Markets,” and “How to Grow Great Leaders.” He is also the author of several acclaimed MIT Sloan Management Review articles including: “Developing the Next Generation of Enterprise Leaders”, “Enabling Bold Visions,” “Leading at the Enterprise Level,” “How Storytelling Builds Next Generation Leaders,” and “Why Leadership Development Efforts Fail.” His writings have also appeared in the Financial Times, Business Strategy Review, Fortune and The Wall Street Journal. In 2008 he received the highly coveted Marion F. Gislason Award for excellence in the field of leadership and executive development. In addition, Business Horizons recognized Doug as one of the world’s Leadership Gurus. Doug has been named multiple times to Thinkers50, the premier ranking of the world’s top thought leaders.
Doug is an active advisor to CEOs and top executive teams around the world on developing companies’ enterprise leadership teams and implementing strategic and cultural change. He has worked with senior leaders at Hess Oil, RBC Financial Group, HSBC, Four Seasons, PricewaterhouseCoopers, LG Group, Ford Motor Company, Continental AG, Samsung Group, United Technologies and the United States Federal Reserve, among others.
Prior to serving as Senior Lecturer at MIT Sloan, Doug taught at UNC’s Kenan-Flagler Business School and London Business School. He earned his Masters in Management from Harvard University and the PhD from Cranfield University in the UK.
Guest speakers for upcoming sessions of this program:
Mykel Ziolo is currently a Senior Fellow with The International Consortium for Executive Development Research and was previously Senior Vice President and Chief Human Resources Officer for Hess Corporation, a global energy company based in New York City.
Ziolo has lived and worked in Europe, South America, West Africa, Asia, Australia, the United States and Canada over a 30-year career in Human Resources. He has worked in the Education, Community Development, Mining, Minerals, Oil & Gas, Retail and Power Generation sectors.
He joined Hess in January 2002 as Global Head and Vice President, Human Resources – Worldwide Exploration & Production. He was promoted to Senior Vice President Organization Development & Strategic Staffing in 2007 and was appointed Senior Vice President & Chief Human Resources Officer in 2009.
Previously, he spent two years as the Global Director of Human Resources for InterGen, a developer of green field power plants around the world.
Prior to that, he spent 15 years with BHP Billiton, the largest natural resources company in the world, where he held increasingly responsible leadership positions in employee relations, strategic staffing, organization development, international practices and compensation and benefits. He served as Vice President, Human Resources for the company’s copper business in South America and its Petroleum unit in Europe, Russia, Africa, the Middle East and West Asia.
Ziolo is recognized as a central, strategic partner to both the Board and CEO. He is seen as having the ability to both create vision and execute to delivery. Trust, integrity and a strong team player, are all qualities universally recognized as part of his DNA. He has the ability to ask the tough questions and is known for his constructive candor. He is an independent thinker, with a deep understanding of the business, always prepared to take a stance for what’s best for the Corporation.
Ziolo holds a bachelor’s degree in Applied Science Electronics from Melbourne University and post-graduate degrees in Education from Monash University and Business from Charles Sturt University.
The transformation challenge and the change leader’s job — Doug Ready
There are at least five embedded tensions that make the successful implementation of enterprise transformations persistently difficult.
Leading Enterprise Wide Transformation and the Change Leader’s Job
In this article, Doug Ready discusses the five embedded tensions that cause transformation difficulties and what can great change leaders do to improve these odds.
"From my research and work, here are the four things I’ve found that virtually all successful change leaders do really well," writes MIT Sloan's Doug Ready.
Dr. Douglas Ready is a Senior Lecturer in Organization Effectiveness at the MIT Sloan School of Management. His research into aligning purpose, performance and principles has led to the popular concept of implementing a company's Collective Ambition. Ready's research and writing also focuses on strategic talent management and enterprise-wide change. He has led major change and leadership development initiatives for companies including Ford Motor Company, Four Seasons, Hess Oil, Royal Bank of Canada, and Samsung Group. In 2013, Ready was named to the Thinkers50 list, a global ranking of the world's leading management thinkers. Hear his thoughts in this video interview now.
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Aspiring corporate leaders first learn to build and implement visions for their individual business units. But as they advance in their careers, executives also must learn how to lead with an enterprise perspective.
Leadership thinking can be learned but is difficult to teach. It is a matter of asking questions and presenting challenges that help someone discover the mental model that enables their “best leader” to emerge.
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The transformation challenge and the change leader’s job
We know from prior research on this topic that two thirds of large-scale transformation efforts fail to achieve their intended objectives. So, what can we do as change leaders to improve these odds?
Game-Changing Talent Strategy: From Inspiration to
Implementation Learn what it takes to develop world-class talent and a high-engagement culture.
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