Organisations in every sector are being asked to change faster than their structures and habits allow: new regulation, funding shifts, technology adoption, mergers and leadership transitions arrive in quick succession. Executives who treat each of these as a separate project exhaust their people, while those who understand culture and organisational design can make change part of how the organisation normally works.

The Leadership and Performance in Change, Culture & Organisational Development Training Course is written for people who carry accountability for results across a whole institution. It examines how culture forms and how it can be assessed, how formal and informal systems shape behaviour, how to sponsor and sequence large-scale change, and how to build the capability and measures that turn an intervention into sustained performance.

Participants work on a live or realistic change challenge throughout the five days. Each session adds a component to a change plan: diagnosis, case for change, stakeholder strategy, communication, resistance management and performance measures. Facilitated peer challenge sessions test each plan against the practical realities of politics, resources and morale, so participants return with a plan they have already defended.

By the close of the course, participants will be able to:

• Diagnose an organisation's structure, systems and culture using recognised models and surveys.
• Articulate a compelling case for change and align the senior team behind it.
• Apply Kotter, ADKAR and force field analysis to plan and sequence change.
• Map stakeholders and design engagement strategies for supporters and opponents.
• Respond constructively to resistance and change fatigue.
• Link organisational development initiatives to performance measures and targets.
• Model the leadership behaviours that embed a desired culture.
• Plan the sustainment of change after the project team withdraws.

The programme is intended for leaders responsible for steering change across teams or institutions:

• Chief executives, managing directors and executive directors
• Heads of department and division directors
• Human resource directors and organisational development managers
• Transformation, strategy and programme office leads
• Permanent secretaries and senior public service managers
• Country directors and heads of NGOs and foundations
• Change management consultants and internal coaches
• Bank, utility and parastatal executives leading restructuring

Participants return to work with:

• A diagnostic summary of their organisation's culture and its enablers and blockers.
• A one-page case for change that can be shared with the executive team.
• A stakeholder map with named engagement actions.
• A communication plan sequenced across the life of a change effort.
• A scorecard linking development actions to performance indicators.
• A personal leadership commitment and sustainment plan.

The programme is a leadership workshop rather than a lecture series:

• A single change challenge carried through all five days and built into a plan
• Case discussions of restructures, turnarounds and culture programmes in different sectors
• Role-plays and simulations of stakeholder and resistance conversations
• Culture and readiness self-assessments completed on participants' own organisations
• Executive peer challenge sessions where plans are tested by colleagues

Delegates who attend the full programme and complete the change plan exercises receive a CPD-accredited Certificate of Completion issued by Vision Reach Global Consultancy.