- Examine the drivers and enablers of change;
- Evaluate various approaches to leading change;
- Understand why change and transformation efforts often fail;
- Explore participant experiences to identify best practices in change management;
- Develop skills to be an effective change agent at work.
- Enhance the understanding of the contracting process for internal and external consultants;
- Deepen understanding of analytical frameworks to evaluate organisations;
- Become familiar with approaches to diagnosis, including action research and appreciative inquiry;
- Enhance skills at designing data collection approaches including interviewing, survey research and observation;
- Enhance insight into feedback of data as an intervention in organisations.
- Enhance participants’ self-awareness as change leaders;
- Develop an awareness of psychometric assessments and evaluate their effectiveness; • Identify, understand and improve sources of power and influence;
- Explore multiple tactics for organisational influence;
- Reflect on the participants’ influencing style and how to influence others.
- Examine the role of teams and groups and their importance in the transformation and renewal process;
- Understand the characteristics of high performing teams and group dynamics that impact performance;
- Understand the role of the leader in developing and coaching teams;
- Articulate future role with teams as a change agent in organisations.
- Develop a framework for extraordinary change leadership;
- Understand how extraordinary leaders develop winning strategies for their domains and increase their chances of success when faced with unexpected crises;
- Examine leadership strategies for creating effective, sustained organisational change;
- Manage tensions between strategic planning and execution in a real-time environment;
- Explore the connection between intended, emergent and realised strategy in successful change efforts.
- Understand the challenges of how to evaluate the effectiveness of change programmes;
- Develop the tasks and skills of the change agent;
- Examine the political skills and dynamics;
- Explore the core principles that contributed to the development of a learning organisation;
- Develop a personalised action plan to apply the learnings for enhanced effectiveness.
Meet the Faculty
Our dedicated team of faculty are widely recognised as skilled educators, ground-breaking researchers and accomplished authors. Through publishing, consulting and teaching they leverage their business expertise and field-based research to deliver programmes, encourage participants to develop new ways of thinking, widen their perspectives and to understand their own challenges and capabilities. The faculty present topics in a range of engaging methods such as ‘action learning’ projects, case studies, role plays, individual assessment and one-on- one coaching, so as to deliver a unique and lasting learning experience.
Patrick is Jefferson Smurfit Professor of Strategic Management at UCD School of Business and Academic Director, Smurfit Executive Development. Before entering academia, Patrick worked in a number of financial analysis, corporate strategy and senior HR roles with KPMG, Jefferson Smurfit Group, The Investment Bank of Ireland and An Post. His research, teaching and consulting interests include strategy development and execution, managing change, organisation development, organisational change and leadership development, with clients in the US, Asia and Europe including DuPont, BOC Gases, Industrial and Commercial Bank of China Ltd and Keppel Group (Singapore). Prof. Gibbons has presented papers at numerous research conferences and is widely published in leading journals. He also held the position of UCD Vice-President of Staff and Administrative Systems.
Karan is Associate Academic Director at Smurfit Executive Development and earned his PhD at University of Alberta, Canada in 2008. Before entering academia, he served as a Captain in the Indian Military. Karan has previously worked in India, Canada, and Spain and served on the faculty of the Instituto de Empresa Business School, Spain. His research, teaching and consulting interests are in the areas of leadership, stakeholder theory, behavioural strategy, institutional theory, and emerging markets. Karan has worked with a number of the Ireland’s leading organisations including CIE, Enterprise Ireland, Bord Bia and An Garda Siochana.
Helen is Director of Smurfit Executive Development at UCD Michael Smurfit Graduate Business School. She holds direct responsibility for the management and strategic development of Smurfit Executive Development and is a member of the Smurfit School’s Irish Advisory Board and the School’s Senior Management Team and Executive Committee. Helen delivers across the programme portfolio in the areas of Leadership and Organisation Effectiveness. Prior to joining UCD Michael Smurfit Graduate Business School, Helen spent 20 years working in international business roles within the private and public sector.
A chartered Work & Organisational Psychologist and seasoned HR Strategist, Kathleen has over 25 years’ experience partnering with senior business leaders across a wide range of sectors, industries and geographies. From creating and implementing Leadership and Executive development programmes, to designing talent development and succession planning strategy, to implementing a wide range of high-impact and sustainable change programmes including organisation restructure, position rationalisation & broad banding, organisastion culture & values definition and embedding, and much more besides.
Specialising in Organisation Effectiveness and Talent Development strategy, she has led the successful implementation of a broad range of Organisation, Leadership and Team development programmes. Her career leverages her professional qualifications and deep breadth of experience, as well as 17 years’ in the Reserve Defence Forces. The structure and discipline of the latter has equipped her with a high level of transferable organisational skills and experience of dealing with a wide range of stakeholders at various levels.
Passionate about enabling Organisations, Teams and Employees to get the best from each other, Kathleen uses evidence-based and innovative practices to help deliver the desired outcomes. Central to her effectiveness are her coaching, facilitation and mentoring skills. Using a tailored approach to define wider issues, she can help to develop and implement an organisational strategy to ensure the success of any talent development initiative.
Stephen Boyle is a negotiation trainer, lecturer and consultant. He teaches at UCD Michael Smurfit Graduate Business School, where he delivers courses in negotiation, influence and decision making on executive development, MBA, and other postgraduate degree programmes. Stephen also designs and delivers customised executive development for corporate clients and has delivered workshops in Europe, Asia and the United States in sectors as diverse as automotive, construction, financial services, food and agribusiness, government, healthcare, law enforcement, pharmaceuticals, retail and technology. Prior to embarking on an independent training and consulting career 19 years ago, Stephen held roles in management consulting, and in communication and change management at a Fortune 500 company.
Gearóid is a management and leadership development Consultant with over 35 years’ experience of implementing real change. He has gained extensive experience and knowledge working in healthcare, financial services, technology, manufacturing, policing and higher education. His career has both an Irish and an international context, having worked across Europe, Middle East, Asia and the US. Gearóid is a highly sought after management consultant and executive coach who has more than 25 years lecturing experience in leadership and enterprise management on MBA and Masters programmes in a number of Universities.
David is Assistant Professor of Organisational Behaviour at Richard Ivey School of Business, Western University, Ontario, Canada. David has served on the faculty of Texas A&M University and the University of Texas at Dallas. He received a B.S. in Electrical Engineering from Bradley University, and MBA from University of Dallas, and a Ph.D. in Organisations, Strategy, and International Management from University of Texas at Dallas. David’s research is focused on firm structure and its effect on survival in turbulent industries and the internationalisation process of firms expanding into global markets.