Organisations in every sector face mergers, digital systems, new regulations, funding shifts and leadership transitions. Each of these asks staff to behave differently, and behaviour is shaped by culture, structure and daily routines as much as by policy. Leaders who ignore this find that early enthusiasm fades and old habits return within a year.

The programme treats change and organisational development as one connected discipline. Participants first examine how culture forms and how to assess it honestly, then move into change planning: readiness, sponsorship, stakeholder analysis, communication and training. Mid-week sessions introduce organisation design topics such as roles, spans of control, decision rights and team effectiveness. The final days apply operational excellence thinking, using process mapping, root cause analysis and standard work to build new practices into the way work is done, and metrics to check that they hold.

Instruction is highly participative. Teams analyse a realistic organisational case across the week, practise difficult conversations with resistant stakeholders, and prepare a change plan for a real or sample initiative. By the end, each participant has a toolkit and a roadmap that fits their own organisation.

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

• Assess organisational culture using recognised frameworks and simple diagnostic tools.
• Evaluate change readiness and identify the sources of resistance.
• Select and apply change models such as Kotter, ADKAR and Lewin to a given initiative.
• Develop stakeholder maps and tailored engagement and communication plans.
• Clarify roles, decision rights and team structures that support the change.
• Use process mapping and Lean tools to embed new ways of working.
• Define indicators that show whether change is taking hold.

The course is intended for people who sponsor, lead or support change, including:

• Organisational development and HR business partners
• Transformation, strategy and programme managers
• Department and divisional heads
• Change champions and project leads
• Quality, process improvement and operations managers
• Internal and external management consultants
• Senior officers in government, parastatals and NGOs undergoing reform
• Managers of merged or restructured teams

Participants leave the course with:

• A culture diagnostic they can run with a team or department.
• A change plan covering case for change, stakeholders, communication and training.
• A one-page stakeholder map with engagement actions.
• Scripts and approaches for conversations with resistant colleagues.
• A process improvement map showing how a new practice becomes routine.
• A set of change indicators and a review rhythm for sponsors.

The workshop favours doing over listening, with a running case that keeps the ideas connected. Methods include:

• Facilitated discussions drawing on participants' own change experiences
• A week-long organisational case studied in teams
• Role plays and coaching practice for stakeholder conversations
• Templates for diagnosis, stakeholder maps and change plans
• Peer feedback on each participant's plan

Participants who complete the programme and its exercises earn a CPD-accredited Certificate of Completion, issued by Vision Reach Global Consultancy and presented on the final day.