Planning and Leading Organizational Change
Promoting organizational change in public institutions is a complex task because of the bureaucratic rigidities they often face. The need for organizations and their staff to develop the capability to constant change is increasingly prioritized. Change typically involves increasing the efficiency of the decision-making process, redesigning of the organizational structure, and facilitating and managing the transitions to a new organizational culture. In such an environment, marked with a high number of competing objectives and constrained by legal and political realities, leaders and managers need to increase their autonomy to be able to perform at their highest potential.
How you benefited?
The aim of the workshop was to give officials the inspiration, knowledge and tools they require to successfully plan and lead change, in their institutions and elsewhere.
Benefits to the individual: Managers increasingly seek to strengthen their ability to plan and manage effective change. Taking the context of public sector reforms in South East Europe into account, the workshop provided participants an opportunity to gain valuable knowledge and skills, and grow confidence in the way they engage in change and capacity development in their own organizations.
Benefits to the organization: Organizations nominating people to attend this workshop find that participants return with a much better understanding of the way to approach change. They are more confident in applying their knowledge and are better able to contribute to planning and leading change in the organization, as it improves its capacity and effectiveness in policy design and implementation.
What you learned?
- The pressures to change and how they reflect
- Personal and organizational readiness to change
- Culture and how it influences change
- Behavioral economics and “nudge” as tools for bringing about change
- Risk management and decision-making
- Models of behavioral change and how to use the models to effect change
- Understanding stakeholders in change
- The critical importance of good communication
- Resistance to change
The learning initiative was delivered in English, and was highly participatory. Participants were encouraged to share their experience and country practices.
We invited mid-to-senior level public officials who are actively involved in promoting institutional reforms and change projects at ministries of finance, line ministries, central banks, tax administrations, and other public institutions dealing with public financial management.
Brendan is a very experienced, internationally recognized management consultant with clients in the public and private sector across Europe, Middle East, Africa and the USA.
His clients include UK Government where he is designing and running project leadership workshops for Senior Civil Service project and program leaders; the Centre for Excellence in Finance in Slovenia where he runs twice yearly a week-long project cycle management program for Finance Ministries in EU Accession States; Watson Marlow Bredel Pumps plc where he supported a new ERP platform supporting project leader; Purbeck District Council where he designed and implemented their corporate project management system; Neath Port Talbot County Borough Council where we has provided extensive project management support including on their Transforming Adult Social Care program and program. Clients include Rolls Royce plc where he designed and ran between 2005 and 2009, their project sponsor training program.
Brendan is a Director of McCarron Heal Ltd who specialized in consultancy and practice around: leadership, outcome management; project delivery and benefits realization; change and improvement, and; risk. He is an Honorary Senior Fellow University of Birmingham School of Government and Politics (INLOGOV).
This learning initiative was supported by: