Change must be realistic, achievable and measurable. Before starting organisational change, management need to know a few things. What do we want to achieve with this change, why and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with?
Planning, implementing and managing change in a fast-changing environment is increasingly the situation in which most companies now work.
Dynamic media houses require dynamic processes, people, systems and culture, especially for managing change successfully.
Key elements for success
- Plan long-term broadly – a sound strategic vision, not a specific detailed plan
- Establish forums and communicating methods to foster an open dialogue. Buy-in and participation of people is crucial. This enables their input to be gained, their approval and commitment to be secured, and automatically takes care of communicating the actions and expectations.
- Empower people to make decisions at a local level – delegate responsibility and power as much as possible
- Remove, if possible, those executives who may hinder the change management process – those who are ultra-cautious, ultra-autocratic or compulsively-interfering – they can be the biggest obstacles to establishing a successful and sustainable dynamic culture and capability
- Adjust recruitment, training and development to accelerate the development of people who contribute positively to a culture of empowered dynamism
Responsibility for managing change lies with management and executives of the organisation – they must manage the change in a way that employees can cope with it. The manager has a responsibility to facilitate and enable change. Increasingly the manager’s role is to interpret, communicate and enable – not to instruct and impose, which nobody really responds to well.
If you are a senior manager in your company, who is responsible for driving change, but you feel daunted by the process of how to implement these changes and drive your company forward, then FIPP’s Executive Programme for Innovation and Change (EPIC), could be an invaluable experience for you to take part in.
Unlike other executive education courses, EPIC has been designed to address the specific challenges of the magazine media industry and find tools and strategies that will help you to foster innovation within your company and accelerate your brands as media neutral products.
EPIC has been designed with the brilliant minds at Oxford University’s Saïd Business School. Taking place in July, its faculty will run the different modules of programme, on their executive campus just outside Oxford.
During the course of the week you will
- Learn how to adapt for tomorrow’s changing demands
- Find ways in which to nurture innovation within your company
- Discover new solutions to those problems that are difficult to pin down
- Enhance your leadership skills
- Engage with your peers from around the world
Book before the end of March to make the most of the early bird rate.
FIPP member early bird rate*
Tuition fees £8,895, plus mandatory accommodation and catering £1,100 (Total: £9,995)
FIPP member standard rate
Tuition fees £9,895, plus mandatory accommodation and catering £1,100 (Total: £10,995)
Non-member early bird rate*
Tuition fees £11,895, plus mandatory accommodation and catering £1,100 (Total: £12,995)
Non-member standard rate
Tuition fees £13,195, plus mandatory accommodation and catering £1,100 (Total: £14,295)
*Early bird rate deadline – extended until 31 March 2015
Our belief is that two heads are better than one. So if two people come from the same division*, FIPP will cover the accommodation and catering charges for both of you (saving a further £2,200, excluding VAT).
*both delegates must be from the same subsidiary for this offer to apply.
Contact Christine Huntingford for more information.