Transformational Change – Workshop 1 (About Transformation)
The Appleton Greene Corporate Training Program (CTP) for Transformational Change is provided by Ms. Ruta Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
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Learning Provider Profile
To be advised.
MOST Analysis
Mission Statement
Basic concepts and foundational pillars; what transformation is, what it isn’t, key phases and importance more than ever now to be proactive and support being an organization of increase – overview of the process for mastering transformational change from conceptual design (blueprinting) to bridging ( detailed design and overcoming gaps, resistance to implementation (building), raising awareness on the emotional journey (the change curve in predicting reactions in transformation from shock, to anger, acceptance and commitment) and how to help individuals through transition; understanding types of transformation (Harvard business review- and considerations for each), and a look at case examples of success and failure with a discussion and diagnostic on the lessons learned for participants.
Objectives
01. Transformation Importance: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Transformational Models: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03.Vision Process: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04.Change Readiness: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Emotional Journey: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06.Change Engagement: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Change Leadership: departmental SWOT analysis; strategy research & development. 1 Month
08.Transformational Barriers: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Resistance: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Transformational Strategy: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11.Transformational Failure: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Transformational Success: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. Transformation Importance: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Transformational Models: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Vision Process: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Change Readiness: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Emotional Journey: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Change Engagement: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Change Leadership: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Transformational Barriers: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Resistance: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Transformational Strategy: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Transformational Failure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Transformational Success: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
Tasks
01. Create a task on your calendar, to be completed within the next month, to analyze Transformation Importance.
02. Create a task on your calendar, to be completed within the next month, to analyze Transformational Models.
03. Create a task on your calendar, to be completed within the next month, to analyze Vision Process.
04. Create a task on your calendar, to be completed within the next month, to analyze Change Readiness.
05. Create a task on your calendar, to be completed within the next month, to analyze Emotional Journey.
06. Create a task on your calendar, to be completed within the next month, to analyze Change Engagement.
07. Create a task on your calendar, to be completed within the next month, to analyze Change Leadership.
08. Create a task on your calendar, to be completed within the next month, to analyze Transformational Barriers.
09. Create a task on your calendar, to be completed within the next month, to analyze Resistance.
10. Create a task on your calendar, to be completed within the next month, to analyze Transformational Strategy.
11. Create a task on your calendar, to be completed within the next month, to analyze Transformational Failure.
12. Create a task on your calendar, to be completed within the next month, to analyze Transformational Success.
Introduction
Making Transformational Change: An Introduction
In business, we frequently hear the phrase “transformational change,” but what does it actually mean and how can we implement it? We’ve included some responses to some of the more frequent queries below.
To begin with, not every shift is transformative. Transformational change is the broad-scale demolition of a company’s underlying structure, culture, or operations, as opposed to developmental or transitional change, which aims to improve current processes and structures. The objective is to produce something completely original that will contribute significantly to the future success of the business. According to common agreement, at least 40% of the company is brand-new or hardly recognizably different from what it once was. Everyone who works in the company or interacts with it will be able to tell the difference in the organization. The word “transformation” is indeed overused.
The actual procedure is unpredictable, with many turns and shocks. Transformational change is very difficult since it is both radical and disruptive. But occasionally a company needs to undergo a metamorphosis in order to ensure its future. The words of the ancient Greek philosopher Socrates come to mind when it comes to entirely reforming an organization: “The secret of change is to focus all of your energy not on battling the old but building the new.”
In light of this, we take a look at some of the queries about how to successfully implement transformational change that we frequently get asked below.
Why Do We Require Transformative Change?
Transformational change happens in episodes. It frequently happens in expectation or response to drastic or unexpected market shifts. It might also take place in the wake of a crisis. Transformational change can also be brought about for less sinister reasons, such as when new technologies are adopted. Similar to this, organizational reform could be required to benefit from new business models. Key leadership changes within an organization might result in transformation on a human level. A new spearhead could spark significant changes from the top down to realize a brand-new corporate vision. Despite the fact that it could be daunting, successful transformation is frequently essential to the long-term survival of businesses and even entire industries.
What Happens During A Transformational Change?
A paradigm shift is the only thing that constitutes transformational change. It requires a considerable, if not complete, rethink of the business strategy of a company. Usually, this entails changing internal systems and procedures to support a bold new course. A worldwide corporate hub may be established, new technology adopted, or activities may need to be centralized. Changes of this magnitude inevitably affect corporate culture, changing the basic foundation of the organization. With transformative change, the company’s future condition is sometimes unknowable at first. Through a process of trial and error, as new information is learned, a new landscape is carved out. Although there may be a general strategy in place, the actual change process frequently develops naturally. This means that for a while, everyone—executives, managers, and senior leaders—must function in an uncharted environment. The only route to a point where the organization emerges wholly new, or unrecognizably different from the past, is to do this, which can be intimidating.
What Is A Transformational Change Leader’s Approach?
Leaders who want to bring about transformative change shouldn’t undervalue the importance of showing a passion for their objectives. But it’s also crucial to maintain realism. Company frontrunners must be aware of the amount of work necessary to implement transformational change for it to be successful. A strong leader should constantly assess their organization’s ability to make the necessary adjustments and gauge the degree to which their staff is engaged in the transition. Although there may be a necessity for certain decision-making to be centralized at the top, barring lower-level employees from communication and even some decision-making on the transformation process can be very harmful because it immediately impacts everyone. Try to make sure this is taken into account whenever feasible because we all need to feel in control of our own fate. Creating a feeling of urgency to get everyone on board with the initial idea, reducing resistance by providing reassurance frequently, and being open about accomplishments and mistakes along the road are some elements to engaging people in transformative change. The overarching goal is to foster a strong sense of confidence in the change program and those in charge of it.
If unsure, there are several helpful change management models you may use as a guide, but remember that, as with all effective tools, it’s how you use them that makes the difference. With revolutionary change, this is unquestionably true.
Why Is Transformative Change Challenging?
Individual humans have a built-in resistance to change. Because the amygdala in our brains perceives severe, disruptive change as a threat and signals us to run or fight, we have trouble adjusting to it. Concerns regarding job security may arise in the workplace due to transformation. The more the change, the greater our level of uncertainty and worry. As a leader, you must be committed to integrating and using your new strategy and procedures if you want to successfully implement transformational change. Making the appropriate strategic decisions at the appropriate moment is essential to ensuring that disruption results in new, constructive behaviors and values. Engage every employee you can, pay attention to what they have to say, and do your best to address their issues. Once a new mindset has been cultivated, you will have achieved half of your goals since attitudes will lay the foundation for sustained organizational success. It takes competence to manage such behavioral adjustments. You will be on the verge of success once your personnel is in line with your talents and environment.
