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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 and 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.
Implementing Enterprise-Wide Transformation
Certificate Track:
Strategy and Innovation
Location:
Cambridge, Massachusetts
Tuition:
$4,100 (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:
This program is designed for senior executives who are currently engaged in or want to better understand enterprise-wide transformation. Ideal participants include:
| DAY 1 SAMPLE | |
| 8:30 AM - 9:00 AM | Registration and Continental Breakfast |
| 9:00 AM - 12:15 PM | A Framework for Effective Enterprise Wide Transformations; Lessons from the Field: 30 Years of Transformation |
| 12:15 PM - 1:30 PM | Networking Lunch |
| 1:30 PM - 2:45 PM | When Culture Change is at the Heart of Your Transformation Journey |
| 3:00 PM - 4:30 PM | Mobilizing Your Organization |
| 4:30 PM - 5:00 PM | Reflection & Dialogue |
| 5:00 PM - 6:00 PM | Networking Reception |
| DAY 2 SAMPLE | |
| 8:30 AM - 9:00 AM | Continental Breakfast |
| 9:00 AM - 12:30 PM | The Role of Networks in Implementing Enterprise Wide Transformation |
| 12:30 PM - 1:30 PM | Networking Lunch |
| 1:30 PM - 1:40 PM | MIT Sloan Executive Certificate distribution |
| 1:40 PM - 3:10 PM | Implementing Transformations – Whose job is it anyway? The Board, The CEO, The Top Leadership Team, HR’s Role, Line Champions |
| 3:25 PM - 4:30 PM | Developing Your Next Generation of Transformation Leaders |
| 4:30 PM - 5:00 PM | Summary Reflection and Action Planning |
| 5:00 PM - 5:00 PM | Adjourn |
Roberto M. Fernandez is the William F. Pounds Professor in Management and a Professor of Organization Studies at the MIT Sloan School of Management.
Fernandez currently serves as the co-director of the Economic Sociology PhD Program and served as the head of the Behavioral and Policy Sciences area from 2008-2010. His research focuses on the areas of organizations, social networks, and race and gender stratification. Fernandez has extensive experience doing field research in organizations, including an exhaustive five-year case study of a plant retooling and relocation. His current research focuses on the organizational processes surrounding the hiring of new talent using data collected in 14 organizations. He is the author of more than 50 articles and research papers published in top academic journals in his field.
Fernandez holds a BA in sociology from Harvard University and an MA and a PhD in sociology from the University of Chicago.
Doug Ready is 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 authored numerous highly popular Harvard Business Review and Sloan Management Review articles on these topics, including “The Power of Collective Ambition", “Make Your Company a Talent Factory", and “Leading at the Enterprise Level,” among others.
Ready is also the founder and president of the International Consortium for Executive Development Research (ICEDR), an internationally renowned collaborative in talent management and leadership development comprised of many of the world's leading companies and business schools. Ready works with top management teams, helping them to mobilize their leaders to bring about large-scale change. He has led major change and leadership development initiatives for companies including: Continental AG, Ford Motor Company, Four Seasons, Hess Oil, HSBC, LG Group, PwC, Royal Bank of Canada, Samsung Group, and United Technologies Corporation.
Guest speakers for the upcoming session of this program:
Dr. Leonard D. Lane is a Member of the Board Fung Academy and Advisor to the Group Chairman Li & Fung Limited. Prior to taking up his Board role, Dr. Lane was the Managing Director Fung Academy responsible for overall direction and implementation the Group’s Senior Leadership Development and strategy linked Accelerated Learning Programs including overall responsibility for operationalizing sustainability as a competitive advantage across the Groups worldwide businesses. In this capacity he advised the Group’s businesses on how to take advantage of the exponential increases in technology to improve sustainable production and design as well as well as improve the lives of the 3-4 million people that work across the Group’s value chain.
Dr. Lane organized the Academy to deliver a unique value proposition linking organizational and people development processes with a platform of innovation and experimentation focused on convening, trying and incubating action learning across the Group. Dr. Lane also advises the Group Chairman Li & Fung Ltd. on the opportunities to utilize emerging platform driven business models to achieve a competitive edge in rapidly changing markets.
Dr. Lane joined the Group after a distinguished consulting and line management career helping clients build global competitive strategies. Prior to joining the Fung Group in 2008 Dr. Lane ran his own consulting firms; LL Strategic Development Group in Seattle, Washington where he served airlines, global energy and resource development clients and LLA Pacific, Ltd. In Hong Kong where he worked with Li & Fung, DHL, Hong Kong Bank, V-Tech, Caltex, the Airport Authority, Peninsula Hotel Group, China Light and Power and helped with the formation of the Hong Kong Logistics Council.
Dr. Lane also is a Senior Lecturer in Strategy at the University of California, Irvine where he teaches Competitive Strategy, Competitive Intelligence, Sustainability as a Competitive Advantage and Global Business. He is also a guest lecturer at Tel Aviv University.
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.
Some leadership characteristics are enduring – courage, for example – but others are uniquely important in today's digital economy.
VIEWDoug Ready discusses why mastering personal relationships that build trust and create a collaborative work environment is central to leadership effectiveness in the digital economy in this Forbes article.
VIEWMastering personal relationships that build trust and create a collaborative work environment is central to leadership effectiveness in the digital economy. This skill set distinguishes great leaders from merely good ones according to Doug Ready.
VIEWThere are at least five embedded tensions that make the successful implementation of enterprise transformations persistently difficult.
VIEWIn this article, Doug Ready discusses the five embedded tensions that cause transformation difficulties and what can great change leaders do to improve these odds.
VIEWMIT Sloan Professor Doug Ready on game-changing organizations.
VIEW"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.
VIEWWhen you need to rally the troops behind a new company goal or mission, what do you do?
VIEWThe Thinkers50 Community Video Blog features targeted insights from across our community. Here are two new ideas from Doug Ready’s research.
VIEWDr. 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.
VIEWMark A: This program provided me with great insights and frameworks to help assist in implementing business transformation. I felt if the the class had been a little smaller it would of assisted with more interaction and peer learning.
Roman S: The course and its content is very well structured and authentic, primarily because of the decades of experience by the lecturers. You can take best advantage of this course when you prepare a couple of topics in advance: what is your companies mission/vision. What is its culture and where do you think does it struggle. By formulating these questions, you will receive very profound insights.
Dale P: We are in the process of Enterprise Wide transformation having changed our business model 5 years ago and now at the point of developing new capabilities. The content will be used with our team to provide a better roadmap for our organization.
Nicola J: A thought provoking course with information that is very relevant to the success of our future growth.
Andrew J: The content and pace where spot on; extremely relevant and informational. The tools presented in the program provide the framework for transformation.
Felipe T: A great course delivered by Doug and Roberto, which helps managers understand and tackle the dynamics and the role of people in corporate transformation.
Betsy T: This is one of the most relevant and well-taught courses, significantly eye-opening and pragmatic at the same time. Great mixture of teaching styles and content -- this one is a winner!
Laurinda C: Wow! I found this course provided the right content at the right time in my career. The instructors were obviously experts in their field and shared valuable insights from their own experience. I was familiar and have used some of the strategies and tools discussed, however, now have additional framework and lense to consider.
Cicely C: Highly recommended! Absolutely wonderful course start to finish! The passion from real world experience and practical examples shared by Doug, Mykel, and Leonard really resonated. Thank you!
Saul C: - Excellent faculty engagement and quality being delivered. - Leonard's presentation may had been even more successful using 20% more time to slow a bit the amount of content being presented and to allow for questions and discussion which was too little. - Our last session was very helpful but could have last 2/3 of how long it did. - Overall, the professors, the organisation, the colleague and experience was worth it and I'll certainly continue to earn my certificate in Strategy and Innovation.
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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?
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