Change Management Strategic Vision

Change Management

Strategic Vision

Updated on 08 November, 2015
Price: TBA

Course details

At the end of the program participants will acquire the following:

A better understanding of the five main factors of change

Learn the change criteria

Practice the change stages and how to coop with the change

Program Outline

  • The five main elements of change.
  • The key skills and traits needed to manage a successful change
  • The impact of the change on the business environment and on management.
  • Change and fear.
  • Managing your fear and moving along to achieve your vision/goal.
  • Tools to overcome change resistance
  • Realize the change equation
  • How to apply the change equation and the needed steps for all stake holders
  • How to motivate your staff to speed up the change pace.

About Strategic Vision

Is a fast growing company (Started Jan. 2007) that serves key accounts in different market segments. The company offers a wide array of products and services in training and development, recruitment services, HR and management consultancies.

Our Vision

Our vision is to provide first class management tools that will assist inpiduals and organizations to dramatically improve their performance and achieve their superior goals.

Our Mission

Our mission is to contribute in building the professional base and raising the competency bar of our local and Arab workforce up to the world-class quality standards in order to compete in the international marketplace by providing state of the art tools and techniques as well as applying best business practices.

Our People

Our team is a composed of experienced, high caliber, and multinational consultants who are associated with international networks of consultants, professionals and practitioners.

 Our Process

We bridge gaps between advanced management and HR systems, and current processes in the Middle East environment; while balancing practical and proven business models against academic concepts and textbook theories.  

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