Price: $1,699.00

Length: 2 Days
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Change Management Training

Man pressing a button on a sign that says change.

Market transparency, labor mobility, global capital flows, and digital transformations have ripped a hole in the concept of stability for organizations.

Change is constant and how organizations adapt is a major factor in future success or failure.

This presents most senior executives with an unfamiliar challenge. In major transformations of large enterprises, they and their advisers conventionally focus their attention on devising the best strategic and tactical plans.

But to succeed, they also must have an intimate understanding of the human side of change management — the alignment of the company’s culture, values, people, and behaviors — to encourage the desired results. Plans themselves do not capture value; value is realized only through the sustained, collective actions of the thousands — perhaps the tens of thousands — of employees who are responsible for designing, executing, and living with the changed environment.

The goal of change is to improve an organization by altering how work is done. When you introduce a change to the organization, you are ultimately going to be impacting one or more of the following:

  • Processes
  • Systems
  • Organization structure
  • Job roles

It’s typical for change to occur due to specific problems or opportunities an organization has encountered. The stimuli for change are many including the need to be more competitive or simply more efficient.

The truth is, change within an organization takes hard work and an understanding of what must actually take place to make the change happen. Both project management and change management are involved in moving an organization from a current state through a transition state to a desired future state. Project management focuses on the tasks to achieve project requirements. Change management focuses on the people impacted by the change.

Long-term structural transformation has four characteristics:

  • Scale (the change affects all or most of the organization)
  • Magnitude (it involves significant alterations of the status quo)
  • Duration (it lasts for months, if not years)
  • Strategic importance

Individual change management draws on disciplines like psychology and neuroscience to apply actionable frameworks to individual change.

Successful change management is more likely to occur if the following are included:

  • Defining measurable stakeholder aims and create a business case for their achievement (which should be continuously updated)
  • Monitoring assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues
  • Effective communication that informs various stakeholders of the reasons for the change, the benefits of successful implementation as well as the details of the change
  • Devising an effective education, training and/or skills upgrading scheme for the organization

Change Management Training Course by Tonex

Change management training course provides the knowledge and skills you need to handle change in your organization, as well as the concepts, philosophies, and tools associated with change management.

During this hands-on training, you will gain adequate knowledge to keep up with this continuously changing business world, and to know how to see opportunity in such change, seize it, and capitalize on it. As you already know, one of the most crucial skills of a leader is to know how to manage and communicate change. Change management training course will teach you how to not only manage change but also make the change when is needed, and effectively communicate it with the stakeholders.

Change management training

Change can be the basis of competitive benefits but, to be successful, a change management program must recognize the areas of potential disagreement, address the needs of all individuals in the corporation and, essentially, tie the gap between the objectives of executives, technical project personnel and the people impacted by the change.

Our change management course is a combination of theoretical and practical trainings. Through lectures and presentations, you will obtain the theories and concepts and then you will experience what you are taught via the practical activities, in both individual and small groups, and hands-on seminars and workshops.


Change Management Training is a 2-day course designed for:

  • Senior leaders and executives
  • Strategic leaders
  • Vice presidents
  • Directors and administrative
  • Division managers
  • Team leaders
  • Mid-level, senior managers
  • Supervisors
  • Business owners

Training Objectives

Upon the completion of change management training, the attendees are able to:

  • Implement and execute change processes
  • Apply necessary techniques and tools to provide an effective plan for change
  • Describe the role of a change facilitator
  • Assist their customers to analyze, plan, and employ a change interference
  • Generate support, possession, and engagement in change efforts
  • Evaluate the outcomes of change
  • Analyze and assess the potential prospects for change and novelty in service, supply chain, product, communication or corporate policies
  • Implement the plans for change and develop the required metrics to evaluate the success or failure of such plans
  • Recognize the difficulties against change in their organization and come up with effective guidelines to control those obstacles
  • Develop a theoretical framework for understanding corporations and the markets that they are part of
  • Comprehend tactical agility and the importance of having it in place for today’s organizations
  • Recognize the skills necessary to guide agility
  • Demonstrate leadership confidence
  • Create and construct the best team with competencies to communicate what changes in the strategic levels with stakeholders
  • Develop a culture that motivates activities and resourcefulness
  • Develop and maintain functioning that is align with the key metrics of company, team and customer measures

Course Outline

Overview of Change Management

  • Definition of change
  • Definition of change management
  • The role of vision in change
  • What do we call an effective vision?
  • What do we call an effective strategy?
  • Usual burdens to change
  • What is the role of the leader in managing change
  • Failure elements of change
  • Major wrong-doings in organizational change efforts
  • What are the main roles and responsibilities for change
  • Where, how, and why to start change?
  • Change management model

Eight Phases of Successful Change Management

  • Phase 1: increasing earnestness
  • Phase 2: constructing the your management team
  • Phase 3: getting the right vision
  • Phase 4: communicating for buy-in
  • Phase 5: leveraging action
  • Phase 6: generating short-term accomplishments
  • Phase 7: Never let up
  • Phase 8: Building a change stick

Communication Policy

  • Developing an effective tactic
  • Engaging the main stakeholders
  • Recognizing the content of message
  • Recognizing the effective communication networks
  • Pros and cons of communication channels
  • Follow-up

Drivers of Change

  • Change management
  • Change across corporation
  • Organizational change developmental
  • Transitional change

Three Stages of Transitioning

  • Stage 1: finishing, losing, letting go
  • Stage 2: the neutral zone
  • Stage 3: the new start

Change Management Models

  • Kotter model
  • Kurt Lewin model
  • Inspire the change
  • Willingness for change

Organizational and Cultural Change Standards

  • Managing cultural change
  • Organizational change values
  • Creative actions
  • How to manage the stress caused by change
  • Global impacts on corporation performance

Executing the Change in Corporation

  • Learn how to communicate your corporate vision
  • Elaborate the change, in detail
  • Cunning change, timing, and growth
  • Providing proper directions for change
  • How to conquer resistance against change

TONEX Group Activity Sample: Shell’s Tough Love

In 2004 Shell was dealing with an oil reserves disaster that beat its share price. The scenario was compounded by the sudden leaving of the oil group’s chairman, Sir Philip Watts. The new chairman, Jeroen van der Veer, believed in the corporation transformation in regards to structure and processes.

A series of international, homogeneous protocols and guidelines were recognized. These, if applied, would affect more than 80 Shell operating units. While the changes were crucial to survival, they showed disliked in the short term as some countries resisted to lose market share.

The message was a rough one, and many operating units hesitated.

However, for a change plan in this level to be effective, everyone had to be on board. The leadership of Shell Downstream-One, as the change was known, required unwavering willpower and to concentrate on obtaining approval of everyone involved.

In you group, discuss:

  • The nature of this change
  • Pros and cons of the change
  • The consequences of change
  • Discuss the components of the change
  • Recommend several solutions and strategies
  • Discuss all the recommended strategies
  • Evaluate the strategy that Shell chose to go with
  • What would you change in their strategy?
  • Share your conclusions with other groups in the class

Change Management Training

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