Why are big companies failing? What specific factors put them at risk? And, most importantly, how can you affect the forces at play to prevent failure and achieve success? Leading Change and Organizational Renewal shows you how. It's a unique collaboration between Stanford and Harvard, a one-week intensive program that provides a proven methodology for diagnosing strategic challenges and design thinking techniques to help you implement innovative solutions.

Program Dates: October 30 – November 4, 2016
At Stanford Graduate School of Business
Application Deadline: Sep 30, 2016
Program Tuition: $14,500 USD


HBS Program Dates:
March 28 - April 2, 2016
Harvard Business School

Program tuition includes private accommodations, all meals, and course materials.


A systematic framework. Silicon Valley innovation. Real-world implementation. Leading Change and Organizational Renewal leverages cutting-edge research, proven methodologies, and design thinking to help you innovate around the strategic business challenges you face. Led by Stanford's Charles O'Reilly and Harvard's Michael Tushman, co-creators of the LCOR framework, this program teaches you how to diagnose strategically, think creatively, and execute effectively.

Leading Change and Organizational Renewal is packed with thought provoking curriculum, business challenge work groups, and a focus on innovation that you'll only find at Stanford. You'll learn how to overcome the inertial forces that plague big organizations and design an ambidextrous organization that can generate streams of innovation. You'll put design thinking tools and techniques into action at the Hasso Plattner Institute of Design, also known as the "d.school." And you'll leave with an action plan and toolkit to help you implement real change and empower others in your organization to do the same.

Faculty Directors
Other Faculty
Charles A. O'Reilly III

The Frank E. Buck Professor of Management at Stanford Graduate School of Business, is a world-renowned expert in human resource management and in the areas of managing culture, innovation, and change. He is the coauthor of Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal (Harvard Business School Press, 2002) and Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People (Harvard Business School Press, 2000).

Michael Tushman
Michael Tushman

Paul R. Lawrence MBA Class of 1942 Professor of Business Administration, Harvard Business School, Harvard University

Edmund W. Littlefield Professor of Management; Executive Director of the Stanford Executive Program; Director of The Indispensable CTO: Strategic Leadership of Technology and Innovation Executive Program

Paul E. Holden Professor of Organizational Behavior; Codirector of the Executive Leadership Development: Analysis to Action Program

Moghadam Family Professor of Leadership and Organizational Behavior; Codirector of the Executive Program for Women Leaders

Consulting Associate Professor and Director of Executive Education, Hasso Plattner Institute of Design at Stanford

Thomas D. Dee II Professor of Organizational Behavior

Atholl McBean Professor of Organizational Behavior and Human Resources; Professor of Sociology (by courtesy), School of Humanities and Sciences; Academic Director, Stanford Innovation and Entrepreneurship Certificate; Director of the Managing Talent for Strategic Advantage Executive Program; Codirector of the Customer-Focused Innovation Executive Program

Lecturer and Director, Executive Education, Hasso Plattner Institute of Design at Stanford

Video Introduction
Leading Change and Organizational Renewal
"As the pace of change increases, big firms are actually in trouble. Managers who are unable to deal with these changes are failing at an increasing pace." — Charles O’Reilly

Join faculty director Charles O'Reilly to learn how LCOR is helping managers around the world to think systematically and successfully manage change in their organization.
Key Benefits

Leading Change and Organizational Renewal will help you:

  • Identify and overcome barriers to strategic change
  • Analyze and design a comprehensive strategy for promoting innovation and strategic change throughout your organization
  • Develop models and frameworks for meeting today's business performance challenges while innovating for the future
  • Apply the program's insights to your organization's specific short- and long-term business challenges through facilitated business challenge work groups
  • Share lessons from the classroom and work groups with a take-home toolkit including faculty video cases, electronic slides, and workbooks

Program Highlights

Why do industry leaders often lose their innovative edge, and how can they retain it? The purpose of this session is to explore how managers can balance the tension between the short and long term, with particular attention to the use of culture in their organizations as a potential for enhancing innovation.

A problem for every manager is to scale change in attitudes—to make "good behaviors" or practices grow big fast and, by contrast, to shrink "bad behaviors" or practices down quickly. Managers accomplish this by scaling a) the top management team—bringing new people to the team, b) idea generation so that every employee contributes, c) behavioral change, and d) talent—buying and building talent. These sessions will provide you with the skills to scale behavioral change.

Prior to the program, you will be asked to provide the program faculty director with a brief description of a specific innovation or change challenge your organization is facing. Work groups will be organized around similarity of challenges. During the program, you, your work group, and a facilitator will meet daily to address actual challenges and craft solutions.

Other Selected Sessions

  • Design Thinking
  • Designs for Corporate Entrepreneurship in Established Firms
  • Organizational Diagnosis and Managerial Problem Solving
  • Communication: The Art of Persuasion
  • Leading Cultural Change
  • Acting with Power
  • Leading Large System Change: Building Influence

Who Should Attend?

Leading Change and Organizational Renewal is ideal for executives responsible for strategic change initiatives within their own organizations. It's specifically designed for:

  • Senior-level executives with at least 10 to 15 years of management experience, working in larger organizations, including governmental and nonprofit organizations
SAMPLE Participant Mix
Leading Change and Organizational Renewal provides a good process and easy-to-use tools to drive cultural change on any level within a large organization. Participants learn the strategies to empower their staffs, colleagues, and peers to drive the same cultural change themselves even without attending the program.
– Michael Soehlke
Head of EON@Future
The course content was extremely contemporary and, most importantly, relatable to the renewal and challenges that I'm faced with. The program of study was robust, challenging, and thought provoking and was complemented by the balance of key participants and Stanford's extraordinary academic leadership. Thank you!
– Ellen J. Bissett
Assistant Director, Strategic Business Operations
Pfizer Inc.
I am in the middle of a strategic review of our business. Among other issues, culture change has been identified to be most critical in order for our organization to be "built to change." The congruence model and the concepts relating to building an ambidextrous organization presented in the program will certainly enable me to tackle this challenge in a systematic way.
– Calvin Fung
Director and COO
COL Limited
All of the concepts were effectively demonstrated in the cases and well linked to practical actions for change. This program has given me new insights and tools to understand and address what is happening to our business environment and to our company.
– Wesley Higaki
Director, Product Certifications
Symantec Corporation
This program gave me the methodology for analyzing strategy, gaps, root causes, and solutions. I returned from the program with a plan of action for implementing change in my organization.
– Andrew Palowitch
Dynamics Technology Inc.


Stanford University
The Stanford campus is world renowned for its natural beauty, Spanish mission-style architecture, and temperate climate. With more than 8,180 acres (3,310 hectares), Stanford's campus ranks as one of the largest in the United States. Participants in Stanford's Executive Programs become part of a quintessential university setting, residing together, walking or biking to classes, and enjoying access to Stanford University facilities.
The Knight Management Center
Opened in spring 2011, the Knight Management Center has transformed the Stanford Graduate School of Business into a vibrant and unified indoor-outdoor, living and learning community. Participants will take classes at this new state-of-the-art campus, which features tiered classrooms with extensive floor-to-ceiling glass, the latest in audiovisual technology, numerous breakout and study rooms, outdoor seating areas to encourage informal discussion, and an open collaboration lab that employs hands-on and design thinking techniques.
Schwab Residential Center
Designed by renowned Mexican architect, Ricardo Legorreta, the Schwab Residential Center gives residents ample privacy while promoting collegial interaction through shared lounges, outdoor meeting areas, a library, and an exercise room.


Kriss Craig
Director of Programs
Phone: +1.650.724.2153
Email: kscraig@stanford.edu

The Stanford Difference

The Place: Immerse yourself in innovation.
The Experience: Transform your thinking, your career, your company.
The Approach: Challenge yourself with research-based learning and real-world experience.