Change is vital to organizational growth and survival, but it is difficult to do well. While change initiatives take many forms, they share one thing in common: a dismal record of success. For example, researchers estimate that only about 20 to 50 percent of major corporate reengineering projects at Fortune 1000 companies have been successful. Mergers and acquisitions fail between 40 to 80 percent of the time, and the primary reason is “people issues.” Only an estimated 10 to 30 percent of companies successfully implement their strategic plans. How can you improve the odds for your own change initiatives?

Coming in December of 2007, Wharton, in Pennsylvania is offering Leading Organizational Change - a hands-on workshop that offers the best insights from research and practice focused on addressing your specific change initiatives. The program offers frameworks, models and perspectives on leading change that participants immediately apply to their own projects. You’ll understand the factors that trip up promising organizational transformations and the strategies that can make them more successful. You’ll gain a better grasp of the complex interpersonal and strategic issues involved to become a more effective change agent in your organization.

With its unmatched faculty and academic programs, Wharton is the most comprehensive source of business knowledge in the world.