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Suitable for teams and individuals, this programme helps leaders to disrupt their thinking and embrace change in order to turn their organisations into engines of growth and transformation.
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Empower and inspire your people to create a change-ready organisation.
management experience
on average
nationalities
on average per cohort
Attendees include:
Designers or leaders of change.
Directors of business units/functions.
Managers of business units/functions.
Project managers.
Human resources managers.
Inspire buy-in through your network, and achieve change through positivity and inclusion.
How to continually grow and transform your organisation. Understand how to reassure others when changes need to take place and take them on the journey with you.
How to disrupt your own thinking. Gain a strategic lens and a deeper understanding of your thought patterns.
How to get the best out of your team. Get the best performance out of your people, even during periods of disruption.
How to approach change within your organisation. Discover new ways of working, both at home and in the office.
How to move towards a new customer base. Better understand potential customers and how you could add value to their efforts.
This programme can also be taken as part of the Certificate in Management. Enhance your leadership approach, hone your business skills and curate your own curriculum with a blend of online and in-person learning.
Professor of Organisational Behaviour
Academic Focus
Professor Cable is the Academic Director of the programme. He focuses on understanding the psychology of sustainable change, managing resistance to change, understanding the power and principles of managing ‘why’ during the change process and purpose.
Recent Clients
Organisations ranging from high-tech start-ups to the World Economic Forum. Clients include Arla Foods, Areva, Danone, Deutsche Bank, McDonald’s, Novant Health, PwC, Rabobank and Twinings.
Experience
Professor Cable’s areas of interest include employee engagement, leading change, organisational culture and its effects on competitive advantage, leadership development and the link between brands and employee behaviours. He is the author of Change to Strange: Create a Great Organization by Building a Strange Workforce and winner of the McCormick Award for Distinguished Research Contributions from the Society for Industrial and Organisational Psychology. His research focuses on cultural fit, talent management, organisational entry processes, incentive schemes and career success.
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