Organizational transformation is often the biggest test CEO's face. Roughly two-thirds of large-scale change efforts fail. In a market where disruptive technology changes expectations, both internally and among customers, organizational agility isn't a luxury, it's a necessity. Indeed, "The ability to anticipate change and respond nimbly is a game changer..."1
Developing an agile leadership team across the organization, one that thrives in an environment of growth and change, requires an understanding of the phases of change, and the associated psychological transitions that all members of the organization must work through to fully support ongoing organizational change. It also requires developing and implementing strategies for leveraging those phases and developing a shared vision for the future. In addition, the systems, SOP's, and policies must change to support new ways of working. CEO's who have led successful large-scale transformation efforts understand this, as they report, "...culture isn't something you fix, it's what you get after you've put new processes or structures into place to tackle tough business challenges." The tools that these successful transformation leaders utilize help unleash the potential of organizational talent.
This program is designed for organizational leaders and human resources executives who need to ensure that their transformation efforts are part of the one-third of organizational transformational efforts that are successful.
1. "Bolder by Design," Michigan State University, http://bolderbydesign.msu.edu/, n.d.
|John Malanowski, is the chief human resource officer for Dartmouth-Hitchcock Medical Center (DHMC) in Lebanon, N.H. In this role, he is responsible for leading the overall strategic direction, leadership and management of human resources and services at DHMC. Prior to joining DHMC, Malanowski was the vice president of human resources for North Atlantic Consumer Products for Kimberly-Clark Corporation and the vice president of human resource operations for Raytheon Company. His global leadership experience also includes serving in senior human resources roles at Fidelity Investments and Engage Media, where he was the chief human resource officer for the ground-breaking publically traded Internet technology company.|
|Tina Riley, PhD, is Director of Human Resources Executive Education in the School of Human Resources and Labor Relations at Michigan State University (MSU). She holds a PhD in Higher, Adult and Lifelong Education as well as a Master of Arts in Labor Relations and Human Resources from MSU. She has served as director of the School's Human Resources Education and Training Center and as Associate Director for Outreach. Dr. Riley has given presentations nationwide on the topics of strategic recruiting, training and development, supervisory skills, and employment law. She is also a CAPT-qualified administrator of the Myers-Briggs Type Indicator and has worked with many groups in developing value from differences within the workplace.|
|Registration & continental breakfast:||8:00am - 8:30am|
|Program time:||8:30am - 4:30pm|
|Networking lunch:||12:00pm - 1:00pm|
October 12-13, 2017
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Location - TBD
Human Resources Executive Education
School of Human Resources and Labor Relations
South Kedzie Hall
368 Farm Lane, Room S423
East Lansing, MI 48824
MSU reserves the right to cancel programs when enrollment criteria are not met or for conditions beyond its control. Any additional costs incurred by the enrollee of cancelled programs are the responsibility of the enrollee.
Accommodations for people with disabilities or special dietary needs may be requested by calling HR Executive Education at (517) 355-9592. We will do all we can to accommodate you. It would be especially helpful if you would contact us at least three weeks before the program.