Leading Change and Organizational Renewal

A systematic framework. Silicon Valley innovation. Real-world implementation. Experience all three at Leading Change and Organizational Renewal. This unique collaboration between Stanford and Harvard helps you overcome the inertial forces that plague big organizations in order to design an ambidextrous organization that can generate streams of innovation. As technologies like AI continue to reshape the competitive landscape, the ability to assess and effectively respond to change has become increasingly critical. This one-week intensive program is offered once per year at each school, Harvard and Stanford.

Led by Stanford GSB’s Charles O’Reilly and Harvard Business School’s Michael Tushman , the program provides a proven methodology for diagnosing strategic challenges combined with innovation challenge workgroups to help your organization innovate. Upon completion, you will have an action plan to help you implement real change and empower others in your organization to do the same.

Why are big companies failing? What specific factors put them at risk? And, most importantly, how can you affect the forces at play to prevent failure and achieve success?

Leading Change and Organizational Renewal helps you answer critical questions like these. Designed specifically for senior-level executives at large organizations, the curriculum is jointly developed by Stanford and Harvard faculty. During the one-week schedule, you’ll have access to:

Program Highlights

Below is just a sample of the sessions you’ll experience as part of the program.

Why do industry leaders often lose their innovative edge, and how can they retain it? The purpose of this session is to explore how managers can balance the tension between the short and the long term, with particular attention to the use of culture in their organizations as a potential means for enhancing innovation.

A problem for every manager is how to scale change in attitudes — to make “good behaviors” or practices grow big fast and, in contrast, to shrink “bad behaviors” or practices quickly.

Managers accomplish this by scaling:

Before the program begins, you will be asked to provide the program faculty co-directors with a brief description of a specific challenge your organization is facing with respect to innovation or change.

Workgroups will be organized based on the similarity of challenges. During the program, you, your workgroup, and a facilitator will meet daily to address actual challenges and craft solutions.