SBS Endorsed – Transformational Change and Strategic Leadership
- Distinguish transformational change from incremental improvement and diagnose the type of change required.
- Assess organisational readiness for transformation across leadership, culture, capability and resources.
- Design a transformation architecture that sequences strategic, structural, process and cultural interventions.
- Apply the four dimensions of transformational leadership to a personal leadership action plan.
- Plan governance and measures that sustain momentum and prevent reversal after launch.
- Nature of Transformational Change
- Incremental, transitional and transformational change
- Strategic triggers for transformation
- Why large-scale transformations fail
- Strategic Leadership in Transformation
- Setting long-term direction and vision
- Balancing continuity and disruption
- Leading the senior team through change
- Transformational Leadership Behaviours
- Idealised influence and inspirational motivation
- Intellectual stimulation and individualised consideration
- Personal leadership assessment
- Designing the Transformation
- Readiness and capability diagnosis
- Transformation portfolio and sequencing
- Structural and operating model changes
- Culture and People in Transformation
- Shifting mindsets and behaviours
- Managing loss, resistance and uncertainty
- Engaging middle managers as change leaders
- Sustaining and Institutionalising Change
- Transformation governance and metrics
- Preventing regression after launch
- Embedding change in systems and policies
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Program Professional Framework
SBS Endorsed – Transformational Change and Strategic Leadership
Program Overview
Transformational change alters an organisation's strategy, structure, culture and identity, and it demands strategic leadership that can hold a long-term vision while managing near-term disruption. This programme combines transformational leadership theory, including the idealised influence, inspirational motivation, intellectual stimulation and individualised consideration dimensions, with practical change architecture: diagnosing readiness, designing the transformation portfolio, sequencing structural and cultural shifts, and sustaining momentum. Cases draw on large-scale transformations in Gulf entities, including mergers of government bodies, privatisation and digital operating model shifts.
Learning Outcomes
- ✓Distinguish transformational change from incremental improvement and diagnose the type of change required.
- ✓Assess organisational readiness for transformation across leadership, culture, capability and resources.
- ✓Design a transformation architecture that sequences strategic, structural, process and cultural interventions.
- ✓Apply the four dimensions of transformational leadership to a personal leadership action plan.
- ✓Plan governance and measures that sustain momentum and prevent reversal after launch.
Target Audience
- Senior leaders sponsoring major organisational change
- Transformation and strategy office directors
- Heads of merged or restructured departments
- Organisational development and change leaders
Detailed Program Modules
01Nature of Transformational Change
- Incremental, transitional and transformational change
- Strategic triggers for transformation
- Why large-scale transformations fail
02Strategic Leadership in Transformation
- Setting long-term direction and vision
- Balancing continuity and disruption
- Leading the senior team through change
03Transformational Leadership Behaviours
- Idealised influence and inspirational motivation
- Intellectual stimulation and individualised consideration
- Personal leadership assessment
04Designing the Transformation
- Readiness and capability diagnosis
- Transformation portfolio and sequencing
- Structural and operating model changes
05Culture and People in Transformation
- Shifting mindsets and behaviours
- Managing loss, resistance and uncertainty
- Engaging middle managers as change leaders
06Sustaining and Institutionalising Change
- Transformation governance and metrics
- Preventing regression after launch
- Embedding change in systems and policies
Training Methodology
Applied Project & Assessment
Applied Project
Participants develop a transformation blueprint for their organisation or a given Gulf merger case, including a readiness assessment, a sequenced transformation architecture, a leadership behaviour plan and a governance and metrics framework for the first eighteen months.
Assessment
Short diagnostic at the start, practical tasks linked to each learning outcome, and evaluation of the applied project against published criteria.


