Entrepreneuriat & Gestion d'entreprise
SUCCESS Program 2018 - Corporate Changemaker
Upon successful completion of this course, students should be able to:
- Understand the relevance and concepts of corporate intrapreneurship and corporate culture.
- Evaluate the reasons why traditionally-organized companies find changing coporate culture so challenging.
- Identify the elements of a corporate culture that either inhibit or support the process of change and intrapreneurship.
- Analyze how change management activities relate to a company’s ability to drive innovation and attract/retain talent throughout the organization.
- Compare the attributes of various organizations regarded as leaders of corporate culture as well as talent management and analyze the benefits of such.
- Understand the synergy necessary between leadership, corporate culture and organizational dynamics to drive successful change.
- Construct a personal model of change management activities to be used as a reference tool in their career development.
The course project is the internal corporate change maker project. We start with evaluating the level of change positivism within the local organization and will look for the inhibitors (if any).
The student can also pair up with another fellow student to conduct this corporate culture audit on their existing employer.
The “corporate culture health audit” document will be provided to the students as a guide to complete the project.
As consultants you will conduct a survey among employees (management through individual contributors, if possible) of the selected organization and create a formal proposal/document, covering the following topics, to be distributed to the selected organization and presented in class:
- Assessing the firms “change acceptance intensity”.
- Diagnosing the internal work climate conducive to adapting the policies to attract and retain talent
- Analyze & report on:
- Management support of change
- Reinforcement of change
- Organizational boundaries
- Work discretion & autonomy
- Time availability
Your document should be no longer than ten (10) well-written, single-spaced pages, excluding attachments, survey results, table of contents and a cover page. It should also include the corporations:
- Brief history of the company, industry & markets served
- Vision & mission statements as communicated by the organization.
- Organizational chart
- Cross-functional alignments
- Corporate strategy as defined by the executive leaders
Module 1 : You as a leader
Timeline : January – February (2 full days – Friday and Saturday)
- Reflection/Coaching about change leadership challenges
- Exploration of the biography related leadership behaviors
- Personal values and beliefs
- Case Clinic
- Development plan
Timeline : March, April
- Networking at events
- Running meetings with difficult participants– Moderation and Facilitation
- Personal Branding + Elevator Pitching yourself
- Negotiating, Collaborative Problem Solving, and Value Claimings
- Collaborating with colleagues, leading effective teams
- Make your voice heard – Press, Forums, Conferences
Timeline: May, June
- The mindset of innovation
- Definition of innovation – thinking outside of the box
- History of innovation and its benefits – homework to be read
- Enabling innovation (for myself or from others)
- Finding innovation in new places – Best Practices
- Example using your customer as an innovation center – Big Data
- Tools for innovation – design thinking – Koen
- Strategy – implementing innovation
- Co-creating innovation
- Creating the right culture and environment for innovation
- Creating a long term vision and mission
- Buy in and excitement for your idea from relevant stakeholder
- BMC - Nyuko
- What is a BMC and how do I use it?
- Practical exercise
- Strategic Leadership – Corporate Vision
Timeline : September to December
- Designing organisations for creativity and innovation
- Marketing 101 - storytelling
- Critical Analytical Thinking
- Financing Change – creating value (2 afternoons)
- Interpreting balance sheets and income statements
- The difference between earnings and cash flows • Measuring value using NPV
- ROI & IRR: Uses and abuses
- Interest rates, risk, and the cost of capital
- DCF/WACC valuation models
- Building a financial model
- Impact Metrics – How to quantify the impact that you are having
- Root Cause Analysis – if you want to change you have to understand the underlying issues or the art of asking the right questions
Class Format and Expectations
The focus of this course will be on developing and/or strengthening the student’s abilities to identify personal and organizational traits that lend themselves to, or separate from, the concepts of successful change management (general with a deep dive into talent). Therefore, much of our classroom time will be spent combining lectures, classroom presentations and discussions on various segments of the course. Class time will be weighed towards constructive discussion and challenges of the readings assigned. As such, it is expected that all assigned reading will be completed prior to the beginning of each class period. Value for the student will derive from the interchange of classroom discussions and interactions, along with the assignments posted.
Venues will be at different corporate locations in Luxembourg with an introduction to the Corporate Vision and Strategy for 30 minutes per company. This is to faciltate cross-pollination between companies.