MBA HEC Montréal
This session will address the relevant elements to be considered to move from operations to execution. Innovation and digital disruption always involve large system change; change that often involves organizational identity shifts. This module focuses on the leader’s and his/her team’s role in leading large system change. We will explore the importance of identity and strategic clarity, thorough diagnoses, and detailed articulation of the firm’s future state. We then discuss tools to help lead power and politics, individual resistance to change, and maintaining control during turbulent transition periods. We finish with the issues of leaders and their personal roles (an associated leadership ironies) in leading large system change. We will illustrate these ideas with Ingrid Johnson at Nedbank and Sam Palmisano at IBM.
Ingrid Johnson and Nedbank Business Banking (410-003) Smith, W. Lewis, M, and M. Tushman Both and Leadership, HBR 2016
Tushman, M.W. Smith, A. Binns, The Ambidextrous CEO, HBR, 2011
Leadership, Culture, and Transition at Lululemon (multimedia case 410-705)