To maintain its competitive edge, your organization must be able to anticipate foreseeable changes and effectively react to those thrust upon it by market forces. Leveraging the latest research in organizational behavior and performance, this program gives you real-world examples of how to overcome barriers to strategic change and teaches you how to promote innovation and change throughout your organization without sacrificing short-term goals.

HBS Program Dates:
April 12 - 17, 2015
Harvard Business School

Program Overview

Leading Change and Organizational Renewal emphasizes learning in action and provides tools, time, and structure for participants to apply the learning to their own business situations. Directed by senior faculty from both the Stanford Graduate School of Business and Harvard Business School, this program represents a unique collaboration between leading researchers and practitioners in the area of organizational change and renewal. Structured work groups provide high-level participant interaction outside the classroom, and the LCOR Toolkit, made available to each participant to take back to his/her organization, allows for the lessons from the classroom and the work groups to be shared and implemented back home.

Faculty Directors
Other Faculty
Charles A. O'Reilly III

Frank E. Buck Professor of Management; Director of the Leading Change and Organizational Renewal Executive Program

Michael Tushman
Michael Tushman

Paul R. Lawrence MBA Class of 1942 Professor of Business Administration, Harvard Business School, Harvard University

Robert A. Burgelman

Edmund W. Littlefield Professor of Management; Executive Director of the Stanford Executive Program

Francis J. Flynn

Professor of Organizational Behavior; The Hank McKinnell-Pfizer Inc. Director of the Center for Leadership Development and Research

Deborah H. Gruenfeld

Moghadam Family Professor of Leadership and Organizational Behavior; Codirector of the Executive Program for Women Leaders

Jeffrey Pfeffer

Thomas D. Dee II Professor of Organizational Behavior

Hayagreeva Rao

Atholl McBean Professor of Organizational Behavior and Human Resources; Director of the Managing Talent for Strategic Advantage Executive Program; Codirector of the Customer-Focused Innovation Executive Program; Morgan Stanley Director of the Center for Leadership Development and Research

VIDEO OVERVIEW
Leading Change and Organizational Renewal
Leading Change and Organizational Renewal:
Video Overview
Join faculty director Charles O'Reilly and past participants to experience Stanford's Leading Change and Organizational Renewal (LCOR) program. Directed by senior faculty from both the Stanford Graduate School of Business and Harvard Business School, this program represents a unique collaboration between leading researchers and practitioners in the area of organizational change and renewal.
Key Takeaways
  • Practical approaches and tools to help you analyze and design a comprehensive strategy for promoting innovation and strategic change throughout your organization
  • Models and frameworks for meeting today's business performance challenges while innovating for the future
  • Multimedia Action Learning Toolkit to take back to your workplace, including faculty video cases, electronic slides, and workbooks to help you apply the program insights to your organization's specific short- and long-term business challenges
 
 
 
 
 
 

Highlighted Sessions

Using Culture for Competitive (Dis)Advantage
Why do industry leaders often lose their innovative edge, and how can they retain it? The purpose of this session is to explore how managers can balance the tension between the short and long term, with particular attention to the use of culture in their organizations as a potential for enhancing innovation.

The Politics of Leading Change
Change, almost by definition, requires alterations in structures, processes, and activities that some will perceive as gains and others as losses—in influence, status, and so forth. Therefore, to accomplish change, leaders must become skilled at diagnosing situations and building bases of power and influence skills. This session provides an overview of this vital activity.

Business Challenge Work Groups
Prior to the program, participants are asked to provide a brief description of a specific innovation or change challenge that their teams are facing. During the program, small work groups will be organized by a faculty facilitator who will work with the group to address participants' actual challenges and craft solutions.

Other Selected Sessions

  • Design Thinking
  • Strategy in a Dynamic Context
  • Organizational Diagnosis and Managerial Problem Solving
  • Managing the Dynamics of Organizational Evolution and Change
  • Organizational Learning
  • Building an Ambidextrous Organization
  • Implementing Strategy and Managing Large Scale Organizational Change
  • Executive Leadership and Managing Change

Who Should Attend?

This academically intensive program is crafted for senior-level executives with at least 10 to 15 years of management experience. It is appropriate for executives responsible for strategic change initiatives within their organizations.
SAMPLE Participant Mix
01
02
03
Leading Change and Organizational Renewal provides a good process and easy-to-use tools to drive cultural change on any level within a large organization. Participants learn the strategies to empower their staffs, colleagues, and peers to drive the same cultural change themselves even without attending the program.
– Michael Soehlke
Head of EON@Future
EON AG
The course content was extremely contemporary and, most importantly, relatable to the renewal and challenges that I'm faced with. The program of study was robust, challenging, and thought provoking and was complemented by the balance of key participants and Stanford's extraordinary academic leadership. Thank you!
– Ellen J. Bissett
Assistant Director, Strategic Business Operations
Pfizer Inc.
I am in the middle of a strategic review of our business. Among other issues, culture change has been identified to be most critical in order for our organization to be "built to change." The congruence model and the concepts relating to building an ambidextrous organization presented in the program will certainly enable me to tackle this challenge in a systematic way.
– Calvin Fung
Director and COO
COL Limited
All of the concepts were effectively demonstrated in the cases and well linked to practical actions for change. This program has given me new insights and tools to understand and address what is happening to our business environment and to our company.
– Wesley Higaki
Director, Product Certifications
Symantec Corporation
This program gave me the methodology for analyzing strategy, gaps, root causes, and solutions. I returned from the program with a plan of action for implementing change in my organization.
– Andrew Palowitch
CEO/President
Dynamics Technology Inc.

Facilities

 
 
 
 
01
Stanford University
The Stanford campus is world renowned for its natural beauty, Spanish mission-style architecture, and temperate climate. With more than 8,180 acres (3,310 hectares), Stanford's campus ranks as one of the largest in the United States. Participants in Stanford's Executive Programs become part of a quintessential university setting, residing together, walking or biking to classes, and enjoying access to Stanford University facilities.
01
The Knight Management Center
Opened in spring 2011, the Knight Management Center has transformed the Stanford Graduate School of Business into a vibrant and unified indoor-outdoor, living and learning community. Participants will take classes at this new state-of-the-art campus, which features tiered classrooms with extensive floor-to-ceiling glass, the latest in audiovisual technology, numerous breakout and study rooms, outdoor seating areas to encourage informal discussion, and an open collaboration lab that employs hands-on and design thinking techniques.
01
Schwab Residential Center
Designed by renowned Mexican architect, Ricardo Legorreta, the Schwab Residential Center gives residents ample privacy while promoting collegial interaction through shared lounges, outdoor meeting areas, a library, and an exercise room.

CONTACT

Kriss Craig
Director, Programs and Marketing
Phone: 650.724.2153
Email: craig_kriss@gsb.stanford.edu