The rate of change in today’s world is constantly increasing.

Everything that exists is getting old, wearing out and should be replaced.

Revolutionary technologies, consolidation, well-funded new competition, unpredictable customers, and a quickening in the pace of change hurled unfamiliar conditions at management.

The content-based approach of change management points out that every transformation can be regarded as organisational change which occurs in the "essential characteristics" of the organisation, which are the followings:

• operational processes of the organisation
• technology of the organisation
• specific outputs of the organisation
• organisational structure
• organisational culture
• organisational behaviour
• power relations of the organisation

On the other hand, managers must consider questions referring to the process of organisational changes, that examine how and how fast organisational changes occur, how guided they are, how far they follow the previous plan and to what degree the employees and other crucial stakeholders of the organisations are involved in the planning and realising process of changes.

Managers have the responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint and then to help people understand reasons, aims, and ways of responding positively according to employees' own situations and capabilities. Increasingly the managers’ role is to interpret, communicate and enable.

Leading successful changes is a management skill that focuses on unlocking positive human potential. Successful changes enable employees to experience appreciation, collaboration, vitality, and meaningfulness in their work. It focuses on creating abundance and human well-being and it fosters positive deviance.

Key topics covered in our Change Management courses are, as follows:

• Overview of Change Management Models
• Diognostic Toolkit: What Needs to Change?
• Types of Change
• Cultural Change
• Change Audit
• Change Strategy and Approaches
• Change Roles
• Resistance to Change
• Transition Management
• Adoption of Change
• The Knowing-Doing Gap
• Sustaining Change