Leading Change and Organizational Renewal

  • Free

  • classroom only
  • United States (Stanford) |
  • Jan, 23rd 2022 - Jan, 28th 2022
  • Certificate

A systematic framework. Silicon Valley innovation. Real-world implementation. Experience all three at Leading Change and Organizational Renewal. This unique collaboration between Stanford and Harvard helps you overcome the inertial forces that plague big organizations in order to design an ambidextrous organization that can generate streams of innovation. This one-week intensive program is offered once per year at each school, Harvard and Stanford.

Led by Stanford GSB’s Charles O’Reilly and Harvard Business School’s Michael Tushman, the program provides a proven methodology for diagnosing strategic challenges combined with design thinking techniques and innovation challenge workgroups to help your organization innovate. You’ll put design thinking tools into action at the Hasso Plattner Institute of Design, also known as the Upon completion, you will have an action plan to help you implement real change and empower others in your organization to do the same.

Program Benefits

Learn a systematic methodology for dissecting challenges, and develop tools for promoting innovation and strategic change across your organization.

  • Identify and overcome barriers to change.
  • Analyze and design a comprehensive strategy for promoting innovation and change throughout your organization.
  • Develop models and frameworks for meeting today’s business-performance challenges while innovating for the future.
  • Apply the program’s insights to your organization’s specific short- and long-term business challenges through facilitated business-challenge workgroups.
  • Tackle your organization’s innovation challenges with our trained coaches — dedicated coaching guaranteed if an intact team from your organization attends.

Who Should Attend

  • Senior-level executives with at least 10 to 15 years of management experience who work in larger organizations, including governmental, nongovernmental, and nonprofit organizations
  • Small teams of up to 10 individuals from one company are guaranteed to work on an innovation challenge with a dedicated coach
  • Senior management teams composed of four to 10 individuals will be given admission preference to foster teamwork and amplify the program’s impact on your organization


Jeffrey Pfeffer
The Thomas D. Dee II Professor of Organizational Behavior
Hayagreeva Rao
The Atholl McBean Professor of Organizational Behavior and Human Resources
Deborah H. Gruenfeld
The Joseph McDonald Professor and Professor of Organizational Behavior
Francis J. Flynn
The Paul E. Holden Professor of Organizational Behavior

*Program faculty is subject to change


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 the long term, with particular attention to the use of culture in their organizations as a potential means for enhancing innovation.

Scaling Behavioral Change in a Successful Firm

A problem for every manager is how to scale change in attitudes — to make “good behaviors” or practices grow big fast and, in contrast, to shrink “bad behaviors” or practices quickly.

Managers accomplish this by scaling:

  • The top management team: bringing new people to the team
  • Idea generation, so that every employee contributes
  • Behavioral change
  • Talent: buying and building talent

Before the program begins, you will be asked to provide the program faculty co-directors with a brief description of a specific challenge your organization is facing with respect to innovation or change.

Workgroups will be organized based on the similarity of challenges. During the program, you, your workgroup, and a facilitator will meet daily to address actual challenges and craft solutions.


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