With the constantly changing environment, it has become necessary for organizations to constantly change, reinvent, and even disrupt themselves, to remain competitive and even relevant, in other words, to undergo strategic transformation. This being a highly disruptive process, strategic transformation is not something that can be done every month or every year, but that difficulty itself poses a barrier to change, and all too often organizations postpone or fail to make the needed changes until it is too late.
This programme on strategic transformation deals with both the importance, and the pitfalls of strategic transformation. First, it introduces the concept of strategy so that all participants are on the same wave length, and shows strategy as not only a coherent game plan to the future, but also an interlocking and consistent set of organizational structure, systems, values and culture that once put in place, become difficult to change, or in other words, become core rigidities that arise directly from the core competencies that have been built. The programme will address the issue of breaking these core rigidities while at the same time building on the core competencies.
Strategy is delivered through (i) a structure, (ii) systems and (iii) culture and values across the organization. It is also a fact of life that when these are sought to be changed, interests get affected, and it is important also to steer the strategic change through the quagmire of politics in the organization. The programme looks at these components through selected short but informative case studies. Participants are encouraged to have small group discussions that enable them to see the different aspects of the problem and come out with their own solutions based on their own insights and experience.
The role of leaders in strategic transformation is vital and the programme also looks at exactly what the role of the leader is, whether a leader who has been successful in a stable or growing phase of a company would be necessarily successful in steering through strategic transformations, what different qualities would be needed, and when an organization would need leadership change and when and how existing leaders can train themselves to be the change agents.