Explore the roadblocks to change and how to overcome them
Analyze the root cause of your organization’s performance and opportunity gaps
Develop strategies for building an ambidextrous organization that can execute short-term success and long-term innovation
Build your organization’s architecture by understanding the relationship between its hardware (structure, processes, and systems) and its software (capabilities and culture)
Discover how to set strategy, improve execution, and lead innovation streams
Craft the right leadership style by knowing which levers shape organizational capabilities and how to use them
Use power and politics to address resistance and maintain control during a transition
Understand the link between personal and organizational renewal
Apply course concepts to a change initiative within your organization
Who Will Benefit
Drive innovation within companies of all stages and sizes—whether an established market leader, a fast-growing midsize organization, or a dynamic emerging business.
The course’s content and teaching method through case studies and practical examples was remarkable.
Vishal Vyas; Assistant Vice President at TTK Healthcare Limited
91%
of HBS Online learners said they acquired new, immediately applicable skills
92%
of learners said they developed increased confidence after completing an HBS Online course
Certificate of Completion Boost your resume with a Certificate of Completion from HBS Online Earn by: completing this course
Certificate of Specialization Prove your mastery of leadership and management or entrepreneurship and innovation Earn by: completing any three courses within either subject area to earn a Certificate of Specialization
Examine the cause of organizational inertia and understand the tension in all businesses between getting today’s work done and innovating for the future.
Highlights
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Innovation Streams
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Identifying a Gap
Concepts
Welcome to Leading Change and Organizational Renewal
Exploit and Explore
Organizational Renewal
Personal Case Project
Featured Exercises
Categorize different innovation types and conceptualize innovation streams for your organization
Diagnose why most organizations fail in response to external disruption
Identify an opportunity or performance gap in your organization and write a gap statement
Module 2
Strategy, Execution, and Purpose
4-5 Hours
Explore how strategy is generated by an organization’s purpose and competitive context. Differentiate each component of a business’s architecture and diagnose misalignments in the system.
Highlights
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Strategy, Organizational Objectives and Purpose
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Authentic Leadership
Concepts
Defining Organizational Strategy
Diagnosing Root Causes of a Gap with the Congruence Model
Personal Case Project
Featured Exercises
Analyze the alignment or misalignment of a business’s hardware and software and reflect on its impact on organizational strategy
Perform a thorough root cause analysis of your performance or opportunity gap and determine any misalignments preventing your organization from executing it
Relate organizational renewal with your own personal renewal
Module 3
Culture and Competitive (Dis)Advantage
4-5 Hours
Discover the meaning and underlying psychology of company culture and how a strong culture can be a competitive advantage—or a disadvantage. Identify the managerial tools you can use to change your organization’s culture.
Highlights
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Defining Culture
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The LEASH Model
Concepts
Culture at AGC
Aligning Culture with Strategy
Personal Case Project
Featured Exercises
Evaluate a company’s culture through a culture exercise
Reflect on the values, norms, and behaviors that constitute culture
Diagnose your company’s culture by connecting the LEASH model to your organization
Module 4
The Dark Side of Alignment
7-8 Hours
Demonstrate how and why organizational alignment can lead to inertia and identify and describe the different types.
Highlights
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Resistance to Change
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Reflecting on what went wrong
Concepts
Inertia
Overcoming Inertia
Personal Case Project
Featured Exercises
Brainstorm how to explore and exploit ideas simultaneously to balance short-term success with longer-term innovation
Create a social movement to combat organizational inertia
Develop a solution to your performance or opportunity gap and identify actions to address the inertia you’ll encounter
Module 5
Structural Ambidexterity
4-5 Hours
Understand the key characteristics of an ambidextrous organization and corporate explorer. Differentiate between three innovation phases—ideate, incubate, and scale—and what constitutes the successful execution of each.
Highlights
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Corporate Explorers
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The Three Innovation Disciplines
Concepts
Building an Explore Function
Amazon & Intel
Personal Case Project
Featured Exercises
Analyze the role of corporate explorers in driving innovation
Reflect on the importance of aligning senior teams around strategy, vision, and values to ensure dynamic innovation
Provide feedback on peers’ personal case projects
Module 6
Leading Change
6-7 Hours
Explore the link between personal and organizational renewal. Assess the core issues in leading systemic change and develop the tools and frameworks to address resistance to change and maintain control during the change process.
Highlights
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The Link Between Personal and Organizational Renewal
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Innovability
Concepts
Organizational and Personal Renewal
Leading Punctuated Change
Personal Case Project
Featured Exercises
Reflect on what makes you passionate and make adjustments for your own personal renewal
Examine the benefit of informal communication networks to shape your change efforts
Revise your integrated action plan based on peer feedback
Senior Fellow, Paul R. Lawrence MBA Class of 1942 Professor of Business Administration, Emeritus
Charles A. O'Reilly III
Frank E. Buck Professor of Management at the Stanford Graduate School of Business
Experience
Immersive Learning
Stay active by engaging in a new activity every three to five minutes and apply course concepts to a change initiative within your organization.
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HBS Online courses allow you to immerse yourself in a dynamic, interactive learning experience. You’ll engage in a new activity every three to five minutes and apply your knowledge through polls, quizzes, and problem-solving exercises designed to accelerate and reinforce your learning.
Real-World Connections
Get social by collaborating and networking with a global community of peers before, during, and after the course. Learners who successfully complete an HBS Online program are added to the HBS Online Community's Official Networking Group and gain exclusive access to events and other networking opportunities.
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See how the HBS Online course platform engages you in social learning. You exchange ideas, offer input, and seek out viewpoints from a community of learners gathered from around the globe. In the process, you learn from each other’s experiences and perspectives, and leave the program with a broader outlook on the world.
Real-World Cases
Immerse yourself in real-world, case-based examples brought to life by business leaders from organizations of various sizes, stages, and industries, including Cloudflare, Lululemon, Havas, Deloitte, AGC Glass, Nedbank, and Enel.
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Our courses allow you to apply your learning through real-world examples and experience Harvard Business School’s signature case method. Business leaders will share challenges they’ve faced. As the story unfolds, you’ll leverage course concepts, vital tools and frameworks, and the diversity of your peers’ perspectives to analyze the problem and determine a path forward.
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HBS Online courses allow you to immerse yourself in a dynamic, interactive learning experience. You’ll engage in a new activity every three to five minutes and apply your knowledge through polls, quizzes, and problem-solving exercises designed to accelerate and reinforce your learning.
Don’t be intimidated by the Harvard name or the price tag. Try one course; you’ll discover real value—not just in what you learn, but in the people you meet.
Ieva Ruža
Medical Doctor, Riga East Clinical University Hospital
Leading Change and Organizational Renewal FAQs
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