Description

The curriculum spans the sequence of decisions and interventions typical in multi-year organizational transformations, matching the granularity of change management work conducted in large-scale agile adoption programs and enterprise redesigns.

Module 1: Aligning Organizational Design with Strategic Objectives

Define span of control and reporting relationships when restructuring a division to support a new market entry strategy.
Decide between centralized and decentralized decision-making authority during a shift from functional to product-based units.
Map core capabilities to redesigned business units to ensure strategic coherence and eliminate capability overlap.
Integrate M&A integration plans with organizational design to harmonize leadership structures and eliminate redundant roles.
Balance short-term operational continuity with long-term structural transformation in a phased redesign rollout.
Establish governance thresholds for when regional units can deviate from global organizational design standards.

Module 2: Diagnosing Readiness for Agile Transformation

Assess existing team autonomy levels to determine feasibility of transitioning to self-managing agile teams.
Identify legacy performance management systems that conflict with agile principles and require redesign.
Conduct stakeholder interviews to uncover resistance points in middle management regarding role changes.
Map current project delivery bottlenecks to determine whether structural or process changes are primary leverage points.
Quantify the proportion of cross-functional dependencies that currently rely on formal approval chains.
Use maturity assessments to prioritize which departments are ready for pilot agile implementations.

Module 3: Redesigning Roles and Accountability in Agile Structures

Redesign job descriptions to reflect dual accountabilities in matrixed agile environments (e.g., product and functional).
Define decision rights for product owners versus functional managers in resourcing and priority conflicts.
Implement role clarity workshops to resolve ambiguity in Scrum Master versus people manager responsibilities.
Negotiate performance evaluation ownership between agile team leads and HR business partners.
Adjust compensation structures to reward team outcomes over individual functional contributions.
Create escalation protocols for when agile teams cannot resolve cross-team dependency conflicts.

Module 4: Governing Change Across Hybrid Operating Models

Establish a hybrid governance board to oversee coordination between agile squads and traditional departments.
Define integration points between waterfall budgeting cycles and agile quarterly planning rhythms.
Implement stage-gate checkpoints that accommodate iterative development without reintroducing bureaucracy.
Standardize metrics for both agile velocity and financial compliance across reporting units.
Negotiate service-level agreements between agile product teams and shared service functions (e.g., legal, security).
Decide whether to maintain separate governance tracks or unify oversight under an enterprise agility office.

Module 5: Leading Cultural Shifts in Structure-Driven Organizations

Coach senior leaders to shift from command-and-control behaviors to servant leadership in agile contexts.
Address cultural resistance in functional silos by co-creating transition plans with affected teams.
Modify onboarding programs to embed agile values and collaboration norms from day one.
Intervene in team dynamics where legacy hierarchy undermines psychological safety in retrospectives.
Measure cultural adoption through behavioral indicators, such as frequency of cross-team problem solving.
Manage symbolic changes (e.g., office layout, title removal) to signal structural shifts without causing disorientation.

Module 6: Scaling Change Across Global and Matrixed Enterprises

Adapt agile frameworks to comply with local labor regulations in multinational implementations.
Coordinate time-zone-aware ceremonies for globally distributed agile teams without overburdening members.
Standardize tooling and collaboration platforms across regions while allowing for localized customization.
Train regional change agents to interpret and apply central design principles in local contexts.
Balance global consistency in operating model with local autonomy in execution methods.
Track adoption variance across business units to identify support needs and adjust rollout pace.

Module 7: Sustaining Change Through Performance and Talent Systems

Revise promotion criteria to value collaboration and adaptability alongside functional expertise.
Integrate agile feedback mechanisms (e.g., 360-degree peer reviews) into formal performance cycles.
Develop career paths for hybrid roles such as product managers operating in technical domains.
Redesign succession planning to account for fluid team compositions and project-based assignments.
Monitor turnover patterns in early adopter teams to detect unintended consequences of structural change.
Align learning and development investments with future-state capability requirements from the new design.

Module 8: Measuring Impact and Iterating Organizational Design

Define lagging and leading indicators to assess whether structural changes improved time-to-market.
Conduct quarterly organizational network analysis to detect unintended silo reformation.
Use team health checks to identify breakdowns in cross-functional collaboration post-redesign.
Adjust team size and composition based on observed communication overload or coordination gaps.
Iterate on governance models when escalation volume indicates structural misalignment.
Decide when to institutionalize temporary change mechanisms (e.g., transition offices) or sunset them.