Transformative change demands revolution, not evolution
Stanford, Calif. (PRWEB) September 13, 2009
When rapid company-wide change is required, the successful transformative leaders are likely to be mid-level managers and project managers rather than CEO's, says Behnam Tabrizi, pioneering researcher in rapid transformation and consulting professor in management science and engineering at Stanford University. Leading Change from the Middle, a 20-hour course in the Stanford Advanced Project Management certificate program, offers Tabrizi's blueprint for becoming a successful change agent in good and bad business cycles. This relevant course is now available online as well as on Stanford's campus.
"Transformative change demands revolution, not evolution," explains Tabrizi. "In today's fast-moving global environment, businesses no longer have the luxury of changing things incrementally. You must address all issues at the same time, and you must do it very quickly. To lead this kind of rapid transformation in an organization, you must inspire passionate commitment at the top, engage talent from everywhere in your company, and then convince people to actively participate in every part of the process."
Leading Change from the Middle, explores the psychology of change, and how emotional issues at both cultural and individual levels factor into the success or failure of any company's plan for rapid and broad-based change. This approach is drawn from Tabrizi's book, Rapid Transformation: A 90-day Plan for Fast and Effective Change and is consistent with Stanford's Advanced "Project Management 2.0" focus on effective communication. Leading Change from the Middle builds on a proven four-phase process:
- Phase 1 -- Identify root problems including the sacred cows, and target and engage top-level champions and grassroots support.
- Phase 2 -- Envision the future and create a manifesto, or inspirational, big-picture plan.
- Phase 3 -- Pave the road: develop convincing data, create specific tasks assignments, and time frames.
- Phase 4 -- Execute the company-wide change -- a process, not an event.
Tabrizi and fellow-instructors explore common challenges, and real-world case studies of major turnaround campaigns and conclude that no organization has the luxury to view change as finished--for successful companies it must be a never-ending process. Leading Change from the Middle provides a roadmap by which inspired managers can become inspiring leaders acting on the opportunities for success in challenging times.
Delivered by the Stanford Center for Professional Development, the Stanford Advanced Project Management curriculum combines Stanford's research and education in strategy, organization theory, and project management with the global project management consulting and executive education capabilities of IPSolutions.
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