To equip leaders and managers with the models, tools, and emotional intelligence necessary to effectively plan, lead, and sustain complex strategic change and organizational transformation:

• Senior and Mid-level managers leading major strategic initiatives.
• Change Management Specialists and internal consultants.
• HR and OD (Organizational Development) professionals supporting transformation.
• Executives and Directors sponsoring large-scale change programs.
• Project Managers of strategic, high-impact projects.
• Leaders responsible for merging teams or functions post-acquisition.

• Role-playing scenarios for overcoming different forms of resistance.
• Group exercise in developing a comprehensive change communication plan.
• Case studies of major corporate transformations (e.g., successful turnarounds).
• Workshops on applying the ADKAR model to a specific change initiative.
• Personal reflection on leadership style in times of uncertainty.

Unit 1: Understanding Strategic Change

• Differentiating between continuous improvement and strategic transformation.
• Analyzing the sources of change: market disruption, technology, regulation.
• Understanding the typical phases and emotional cycles of organizational change.
• Diagnosing change readiness and capacity within the organization.

• Applying Kotter's 8-Step Process for Leading Change.
• Using Lewin's Three-Step Model (Unfreeze-Change-Refreeze).
• The McKinsey 7S framework for aligning organizational elements.
• Introduction to ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement).

Unit 2: Building the Case for Change

• Techniques for clearly articulating the gap between the current state and the future vision.
• Gathering and using compelling data to make the case for change.
• The role of the Executive Sponsor and the Guiding Coalition.
• Communicating external threats and internal opportunities effectively.

• Developing a clear, inspiring, and concise change vision.
• Techniques for using metaphor and narrative to communicate the vision.
• Designing a communication plan tailored to various stakeholder groups.
• Ensuring consistent, frequent, and authentic communication.

Unit 3: Managing Resistance and Stakeholders

• Identifying the common reasons for resistance (e.g., fear of loss, lack of trust).
• Mapping stakeholders by influence and attitude towards the change.
• Developing tailored strategies to neutralize or convert opponents.
• The importance of active listening and empathetic leadership.

• Identifying and empowering change agents across the organization.
• The role of "quick wins" to build momentum and credibility.
• Creating systems and structures that reinforce the desired change.
• Techniques for managing the chaos and uncertainty of the transition state.

Unit 4: Sustaining and Institutionalizing Change

• Designing mechanisms to track and measure the adoption of new behaviors.
• Integrating the change into HR systems (performance management, training).
• Celebrating successes and recognizing early adopters.
• The importance of leadership modeling the new behaviors.

• Conducting "after-action reviews" and capturing lessons learned.
• Establishing a process for continuous refinement of the change.
• Building the organization's long-term capacity for change.

Unit 5: The Change Leader's Role

• Managing personal stress and resilience during a transformation.
• The critical distinction between leading change and managing projects.
• Developing emotional intelligence for sensing and responding to organizational mood.