Organisation Renewal – 22nd September 2016

Date: 22nd September 2016
Location: Blackrock
Time: 9am - 5pm
Venue: UCD Michael Smurfit Graduate Business School

About the masterclass

The economic crisis and its aftermath, rapid technological advances and changing demographics in the workforce are confronting organisations with significant challenges. This masterclass will look at the organisational change levers available to managers to help them lead and develop enhanced adaptive capabilities in their organisations. Specifically, it will address the main levers for generating change and will look at the key risks in transitioning from a “current” state to a “desired” state. Participants will review current theory and practice around organisational development and change management. Participants will bring with them a wealth of experience to the masterclass, therefore the objective will be to blend academic research with practitioner insight so that meaningful and actionable conclusions can be drawn for all participants. The first part of the masterclass will focus on system-wide change and the second part of the masterclass will focus more on the role of the change agent.

Key Benefits:

  • Clear identification of the sequence of steps required to advance a planned change initiative;
  • Linking strategy and organisational change;
  • Enhanced appreciation of the reasons for resistance to change and insight into techniques to address resistance to change;
  • How to address and manage the risks associated with the transition phase from the current state to the desired state;
  • Insight into the personal dynamics required to lead change.

Programme Content:

The content on the day will be broken down into four areas as follows:

Linking Strategy and Change

  • Creating alignment between strategic objectives and change initiatives;
  • Translating strategy into meaningful change initiatives.

Leading Change

  • The sequence of organisational levers available to steer change initiatives.
  • Managing the sources of resistance to change.

Executing Change

  • Identifying the classic traps that lead to failures in executing change.
  • Suggestions on how to avoid the ‘knowing-doing gap’.
  • Creating SMART criteria for monitoring and evaluating change.

Personal Agenda for Change

  • What are the key change initiatives that participants are working on?
  • What insights from the class will inform their approach to the change initiatives?
  • Clear identification of the personal behaviours associated with successful change management.


About the faculty:

Professor Patrick Gibbons is the Jefferson Smurfit Professor of Strategic Management and is the Academic Director of Executive Development and Programmes at the UCD Smurfit School of Business. His research, teaching and consulting interests include strategy development and execution, managing change, organisation development, organisational change and leadership development. He has presented papers at numerous research conferences and is widely published in leading journals. He also held the position of UCD Vice-President of Staff and Administrative Systems. His visiting and previous academic positions include ESMT (Berlin), Beijing University, the Hong Kong University of Science and Technology; the Katz Graduate School of Business at the University of Pittsburgh; Nanyang Technological University, Singapore and the Smeal College of Business at the Pennsylvania State University. He has directed Executive Programmes for Du Pont Asia-Pacific; BOC Gases and Bausch & Lomb, among other multi-national clients. He has presented papers at over 70 research conferences and has published in leading journals including the Journal of Management Studies; Journal of International Management and the British Journal of Management.

Professor Karan Sonpar is Professor of Organisational Behaviour, Associate Academic Director of Executive Development and Programmes and MBA Programme Director at UCD Smurfit School of Business. His research, teaching and executive development interests are in the areas of behavioural strategy and leadership. His work has been published in leading journals such as MIT Sloan Management Review, Journal of International Business Studies, and Journal of Management. His work has been profiled in the media, including in BBC, Financial Post, Irish Director, and Irish Independent. He delivers executive development to UCD clients including organisations such as PwC, Microsoft, Alltech, GAA and ICON. Karan has held prior academic appointments in Canada and Spain and was a Captain in the Indian Military