Holland & Davis Change Management Training

All Holland & Davis change workshops contain both the theory and practice of change. Workshops are taught from Holland & Davis published textbooks supplemented by workbooks and student guides. Our workshops are richly illustrated with real world examples from our company’s experience in more than 100 formal organizational change projects.

Our instructors have all served in key change management roles inside multiple clients and have more than 20 years of business experience past advanced degrees. Each workshop can be supplemented with a laboratory or “jump start exercise” based on the client’s specific change initiative. Our workshops are not for spectators but for roll-up-your-sleeves employees who want to make change happen.

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CM1:
Overview of Change Management: What Every Manager Should Know^SM

Who should attend:

All management and supervisory personnel
Technical professionals who have the responsibility to influence change

Objectives:

To prepare managers and technical professionals to lead change effectively and efficiently in their organizations
To provide assessment information that managers and technical professionals can use to build their competence in change leadership

Contents:

The purpose of business change
The Mechanics of Change
What we do to change
What Managers must do to cause change
Managing change: on target, on time, and on budget
Assessment: Do you have the skills and desire to lead change?

Texts:

Change is the Rule: Practical Action for Change On Target, On Time, and On Budget by Winford E Holland, WinHope Press.
Engineering Organizational Change by Winford E. Holland, WinHope Press

Duration:

One to two days (plus lab if desired)

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CM2:
Change Management for Senior Managers and Steering Committees^SM

Who should attend:

Executives and senior managers who have major change responsibilities in their organization
Change Steering Committees whose role is to govern organizational change initiatives

Objectives:

To prepare senior management and steering committees to provide the leadership needed for organizational change
To teach the “roles and scripts” for change leadership by executive management
To provide assessment information that senior managers can use to build their personal competence in change leadership

Contents:

The purpose of business change
The Mechanics of Change: how change works
The role of senior leadership in organizational change
Critical Success Factors for senior leadership
Problems and Solutions: How senior management can help change go forward
Assessment: Do you have the skills and desire to lead change?

Texts:

Red Zone Management: Project Management for the Executive Suite by Winford E. Holland
Engineering Organizational Change by Winford E. Holland, WinHope Press

Duration:

One to two days (plus lab if desired)

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CM3:
Communicating Change: Planning for Successful Change Management^SM

Who should attend:

Personnel who have a communication role or assignment in an organizational change
Managers who have large numbers of audiences to reach in a change

Objectives:

To prepare managers to lead organization wide communication about changes
To provide managers and change agents the essential tools for communicating change

Contents:

The role of communication in the organization change process
How communications works in general … and how it works in a change environment
The communication plan: why you need one and how to build it
Managing change communication programs
The limitations of communication in organizational change: what must go along with communication
Assessment: How well does your organization do in communicating change? How well do you do as a communicator of change? What competencies do you need to develop

Texts:

Change is the Rule: Practical Action for Change On Target, On Time, and On Budget by Winford E Holland, WinHope Press.
Bullet Proof Communication by Michael Campbell

Duration:

One to three days

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CM4:
Using Change Management to Implement Organizational Strategy^SM

Who should attend:

Managers who have the responsibility to change the business strategy in their organizations
Technical professionals who have responsibility for strategy development and assistance in implementation

Objectives:

To prepare managers to lead comprehensive changes in their companies business strategies
To provide assessment information that managers can use to build their competence in strategy change leadership

Contents:

The purpose of competitive business strategy and why change is frequently needed
The special mechanics required to change an organization’s strategy
Domains that must be altered/changed for strategy to change
How to lead strategy change from top to bottom and bottom to top
Managing strategy change: on target, on time, and on budget
Assessment: Do you have the skills and desire to lead a strategy change?

Texts:

Red Zone Management: Project Management for the Executive Suite by Winford E. Holland
Engineering Organizational Change by Winford E. Holland, WinHope Press

Duration:

Two to three days (plus labs if desired)

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CM5:
Using Change Management to Implement Work Processes^SM

Who should attend:

Personnel who have a an assignment to improve and/or reengineer work processes
Technical professionals who provide analysis and staff support to process improvement initiatives

Objectives:

To prepare managers to lead change of their company’s work processes
To provide assessment information that managers can use to build their competence in reengineering and change leadership

Contents:

The Process Mindset: what, how and why
The continuum of process improvements
The Mechanics of Reengineering
The need for change management to implement reengineering and process improvements
The role of senior management in reengineering and process improvement
Managing change: on target, on time, and on budget
Assessment: Do you have the skills and desire to lead a major process improvement and the organization change that must come with it?

Texts:

The Change Management Toolkit by Gary Skarke and Winford E Holland, WinHope Press.
Red Zone Management: Project Management for the Executive Suite by Winford E. Holland

Duration:

One to three days (plus reengineering jump start if desired)

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CM6:
Using Change Management to Implement IT Systems^SM

Who should attend:

Personnel who have a responsibility to implement information technology systems to enable business improvements
Technical professionals from the IT side of the house who work with business units to implement IT systems

Objectives:

To prepare business unit and IT personnel for the major challenge of implementing big IT systems
To convey the major tools of the business IT alignment needed for system implementation and business payoff
To provide assessment information that managers can use to build their company’s competence system implementation

Contents:

The need for “Business Improvements enabled by Information Technology”
The Mechanics of Big System Implementation
Organizational structure for system implementation
Managing the two key projects: System Preparation and Business Unit Preparation
Managing the multiple risks of big system implementation
Assessment: Is your organization/project ready to manage system implementation risks?

Texts:

Red Zone Management: Project Management for the Executive Suite by Winford E. Holland
Idiots Guide to Project Management by Michael Campbell

Duration:

One to three days (plus systems implementation lab or peer review of existing project if desired)

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CM7:
Using Change Management to Implement Behavioral/Culture Change^SM

Who should attend:

Managers who are leading or who are a part of a “planned culture change”
Technical professionals who have the responsibility to assist the organization in culture change

Objectives:

To prepare managers to lead change effectively and efficiently in their organizations
To provide assessment information that managers can use to build their competence in change leadership

Contents:

Organizational Culture: “the way we do things around here”
The Mechanics of Culture Change
The Performance Management System: the key to culture change
The role of senior management in changing the organization’s culture
Managing culture change: on target, on time, and on budget
Assessment: Does your organization have what it needs to make culture change happen?

Texts:

Red Zone Management: Project Management for the Executive Suite by Winford E. Holland
The Change Management Toolkit by Gary Skarke and Winford E Holland, WinHope Press.

Duration:

One to three days (plus one to two day culture change jump start if desired)

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CM8:
Preparation of Managers for Leadership in Change Management^SM

Who should attend:

Personnel who have a communication role or assignment in an organizational change
Managers who have large numbers of audiences to reach in a change

Objectives:

To prepare managers to lead change effectively and efficiently in their organizations
To provide assessment information that managers can use to build their competence in change leadership

Contents:

The purpose of business change
The Mechanics of Change
What we do to change
What Managers must do to cause change
Managing change: on target, on time, and on budget
Assessment: Do you have the skills and desire to lead change?

Texts:

Change is the Rule: Practical Action for Change On Target, On Time, and On Budget by Winford E Holland, WinHope Press.
Engineering Organizational Change by Winford E. Holland, WinHope Press

Duration:

One to three days

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CM9:
Total Training for Change Management

Who should attend:

Personnel who have the responsibility for training in a change initiative
Technical professionals in training and organization development roles

Objectives:

To prepare managers to lead change effectively and efficiently in their organizations
To provide assessment information that managers can use to build their competence in change leadership

Contents:

The training cycle: needs assessment through evaluation and certification
T1 Training: system use training in applications involved in the change initiative
T2 Training: work process training using new systems
Training the trainer: who should train and who should not
Managing training for big change efforts: on target, on time, and on budget
Assessment: What are your strengths and weakness in developing, delivering and managing training.

Texts:

Job-Focused Training by Jan and Dutch Holland
Change is the Rule: Practical Action for Change On Target, On Time, and On Budget by Winford E Holland, WinHope Press.
Engineering Organizational Change by Winford E. Holland, WinHope Press

Duration:

One to three days (plus one to two day training lab if desired)