Change management in managers’ work – training for Executives*

Change management in managers’ work – training for Executives*

TRAINING – PROFILE AND OBJECTIVES

The training course bases on my 22-year professional and training experience, confronted with the knowledge and skills of international experts e.g. the experts co-operating with MIT (Massachusets Institute of Technology, Cambridge, USA). Nowadays, changes in companies and organisations are such a common phenomenon that often they become permanent. During my corporate career path, the changes occurred regularly every year during summer months or before the completion of first six months sometimes in August when the target fulfilment analyses were available. Many entities implements changes at the turn of the year – in winter. Therefore, there is no rule, but a certain thing is that the changes involve not only the top management but also the mid-level management and most of all the average employees.
The training I provide, raises and explains basing on practical examples, the following issues:

  • the origin of changes, their sense and logic – what do we a real influence on?
  • how to operate in the change and how to perceive the opportunities form the point of view of the manager,
  • how to manage the change,
  • how to persuade the subordinates,
  • what actions to take to achieve the goals connected to the change,
  • how to avoid typical mistakes while implementing the change,
  • how to use a specific culture of the organisation during the transformation,
  • how to adjust the behaviour and actions during the change period to the strategy determined by the owners, the supervisory or management board
  • how to precede the change process to become its creator
  • methods of change implementation – why, not all the paths lead to the set goal,
  • who has the power and real impact on people and processes in the organisation – the search for change ambassadors,
  • when does the change becomes a routine,
  • the psychology of change – human attitude and what drives people

Case study, solved and discussed during the training, take three perspectives into account: strategic, political and cultural change.

Big companies and corporations of the 21st century are more and more complex, difficult to understand and their management is a bigger challenge than in the past. Managers must possess huge knowledge on people in the organisation and the task proceeded by the employees. During change implementation they must be able to use that knowledge to undertake particular actions in which the flexibility and understanding of specific organisation are the biggest asset. Navigating in a complex business environment only on the basis of the conclusions resulting from the straightforward correlations and the organisation’s structure often is ineffective. Only reaching for a net of less official connections and cultural nuances can effectively support the change implementation.

The offered training – Change management in managers’ work – fits the specificity of a particular company. Designing a tailored training is also an option – it takes into consideration the specific character of many lines of business and the level of complexity of the organisations as well as the dynamic work environment. The standard program of the course covers 3 days of training. The third day provides a business simulation – which can take a form of a practical test (individual or in small groups).

KNOWLEDGE AND SKILLS THE MANAGER WILL OBTAIN DURING THE TRAINING

  • why the changes are important and how they help the development of the organisation
  • how to adjust current methods and management goals for the change environment
  • useful practical tools and techniques while implementing the change
  • how to obtain and keep the change ambassadors
  • running the diagnosis of organisation culture
  • the change and the digitalisation elements, lean management
  • rules of dynamic work environment functioning
  • key factors of success in transformation
  • how to overcome the obstacles while introducing changes
  • how to create the changes in organisation – benefits vs. risks

TRAINING RECIPIENTS

  • mid-level managers
  • members of the management board
  • ambassadors and promotors of changes
  • managing directors
  • HR directors and managers
  • directors of management and development
  • employees aspiring to the roles of leaders in times of change

TRAINING – AGENDA

  • training is divided into thematic blocks and supplemented with workshop tasks in sub-groups, after each block:
    – origin and philosophy of change
    – three perspectives of change
    – psychology of change
    – change digitalisation and lean management
    – change impact techniques
    – acknowledgement and utilisation of organisation culture during change
    – change ambassadors’ involvement
    – what the change creator achieves
    – co zyskuje kreator zmian
    – business simulation in change implementation
  • training takes 3 days (7 hours/day) or 2 days (9 hours/day)
  • dates, times, breaks, place – to be agreed

*** All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without permission in writing from the publisher Academy of Skills Tomasz Wójtowicz.

About me
Tomasz Wójtowicz, Phd – I am an experienced business practitioner as well as an academic teacher. My 22-year professional career, including 13 years of managerial practise in big international organisations (Citigroup, Commerzbank, DBK Group) and other companies (ATW_Poznan Ltd. – Chairman of the Board; University of Computer Sciences and Economics – Chairman of the Managing Board) gave me the essential insight and experience. During my career path in corporations, eight times I participated and conducted structural and organisational changes, not just as a researcher, scientist, advisor or consultant but always as an employee. It allowed me to get a better understanding and knowledge of implemented changes, from the point of view of an employee as well as the manager.

Business fields which are supervised are as follows:
– the sale, post-sale support and management of the transactional banking products and trade finance for corporate clients (of annual revenues above 10 billion euros, including companies the ones listed on WSE and other European and American Stock Exchanges); on average the companies process approx. 15 000 operations annually,
– the supervision of B2B sale teams – account assistant, product advisor, representatives, BDMs, KAMs – up to 30 people; cooperation with national and international sales net up to 300 people,
– product management – product development department, search and implementation of innovations,
– financial analysis and risk management within trade finance and investment,
– implementation of a lean management concept in organisations,
– forward budget (revenue, cost and income targets) of 120 million PLN (EBIT)
– relation management with the key clients
– optimisation of the financial sheets (the balance and cash-flow structure, return on sales, return on assets and capital in profit and loss account)

In 2011-2019 I was a Head of Trade Finance Department in mBank S.A. (Commerzbank Group). Beforehand – 2000-2011 – in my career path I was appointed a Head of Regional Sales Department and a Head of Global Transaction Sales Services Department for Institutional Customers in Citi Handlowy (Citigroup). In 1997-2000 I worked in the Financial Department of DBK Group, preparing analyses and reports required for management decisions. Within the scope of my managerial duties I efficiently ran a team of 50 people and directly co-operated with the net of bank advisors and analysts in the whole country (more than 300 people). I managed a company of FMCG trade (ATW_Poznan Ltd.) and the finance and restructuring processes at a private university (University of Computer Sciences and Economics)

In 2004 I got a PhD in management and accountancy at the University of Warmia and Mazury in Olsztyn. It allowed me to combine the theory with the practise. For 20 years (1998-2018) I specialised in financial and managerial accountancy, financial analysis, company’s finance and audit (over 25 publications assistant professor in the Department of Economics).

In May 2019 I graduated from MIT, USA, after completing an international training for Executives: Leading change in complex organization, organised by Massachusetts Institute of Technology Sloan School of Management, Cambridge, USA.


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