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Personal and Organisational Change The Way to Survive Turbulent Times Completed

Dates: 04 & 05 Apr 2011
Hours: 08:15-18:15
Available Seats: 25
Location: Paphos
Venue: Riu Cypria Hotel & Resort
Cost Per Participant:€2500
Seminar Cost:HRDA

HRDA - Price Table

Small Enterprises
1-49 Employees
Medium Enterprises
50-249 Employees
Large Enterprises
250+ Employees
1 Participant - €280 2 Participants - €480 3 Participants - €680
1 Participants - €590 2 Participants - €990 3 Participants - €1290
1 Participants - €950 2 Participants - €1350 3 Participants - €1550

human resource development authority of Cyprus, seminars in Cyprus, Digipro

Human Resource Development Authority of Cyprus

Program Rationale

“Charles Darwin had it right in his famous statement – ‘It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.’ In business terms, if we don’t change what we offer to the world – our products and services – and the ways we create and deliver them – our processes – then we may not be around much longer. So far so obvious. But the real challenge isn’t about recognising the need for it – it’s making it happen.”

Personal and organisational change needs to be balanced against the resource constraints. Firms may require assistance in sustaining the process of change:
“Some may simply be unaware of the need to change and also lack the capability to manage such change. These enterprises differ from those which recognise in some strategic way the need to change, to acquire and use new knowledge but lack the capability to target their search or to assimilate and make effective use of new knowledge once identified.”

Change is related to “what a firm offers the world (product/service innovation) and the ways it delivers those offerings (process innovation).” This definition should be enlarged to include changes in “market position” or “business models”. Establishing an existing product in a “new context” leads to innovation in “market position” whilst innovation in a company’s business model may lead to “reframing of the current service/process and market context.” Change can be defined as “a process of turning opportunity into new ideas and of putting these into widely used practice.” However, since many process innovations represent major changes in ‘the way we do things round here’; the question of managing cultural change and overcoming resistance to change needs to be addressed.”

These practices result in businesses that are fast in responding to changes and able to grasp the competitive advantage from other firms. All together the setting–up and operation of these new change management structures result in an innovating organisation which is able to not only to survive but also to grow in an unprecedented way.

This pioneering workshop will enable managers in local firms to initiate, maintain and manage a change management process in order to build better businesses. Both personal and organisational dimensions will be reviewed, giving a number of best practice cases and the relevant tools to implement them.

Prior to the seminar, participants will be provided with a comprehensive set of background materials, including relevant case studies and a number of assessment tools and techniques to assess their change capability before coming to the seminar.

Target Audience

  • Executives/managers of local firms who are interested in finding efficient ways of change and delivery of business improvement
  • Company managers and policy makers who wish to facilitate learning and innovation in their area
  • Managers of large companies who want to improve quality of their products and processes

In fact the workshop will present the different kinds of organisational change identified in recent research, giving to the participants a better understanding of the issues that are involved when they are established.

Program Objectives

Nevertheless and despite the obvious case for enhancing competitiveness, there are a number of problems that should be overcome. By the end of this workshop participants will be able to:

  • Understand the need to change and learn the relevant skills; their hectic daily schedule does not leave any room for reflection on change progress
  • Get familiar of the basic know-how that businesses have used to manage change. Recent rends and best practices from all over the world are necessary to start up the implementation of the relevant approaches and structures; at the end of the day there is no point for managers in Cyprus to reinvent the wheel.
  • Acquire knowledge of how to answer to a number of linked questions like: how a company cab support personal change? How much one should alter own internal structures? How far one can go without destroying the very nature of the competitive advantage?
  • Provide an overview of different kinds of change management strategies used by exemplar firms around the world.
  • Indicate the circumstances that are appropriate for different kinds of strategies and provide guidelines for managers to set up, run and sustain personal and organisational change
  • Provide demonstrations of cases and the benefits occurred through real life stories

Program Outline


8:00 – 8:15 / Arrival and registration

8:15 – 9:00 / Introduction and outlining objectives of day



  • Potential benefits:
    reducing expenses
    new profit–making ideas

Key Lesson: Understanding potential benefits of change and innovation management

Duration 2 hours

10:15 – 10:30 / Break 15 min


  • Business Areas To Change
  • Product, process, position, paradigm innovation
  • Incremental versus radical change; internal and external sources
  • Change is about new ideas, not more resources
  • Change means growth, i.e. more profits: Real stories
  • Exemplar Change Management Exercise: Assess your company in terms of change capability
  • Key Lessons: Change is a way to work smarter rather than work harder Change is the only way to tackle the potential threats but also to create new business opportunities Change requires effective organisational structures to manage it.

Duration: 2 hours

12:30 – 14:00 / LUNCH


  • Strategic Framework: Core Competence and Outsourcing Building on the firm’s unique competitive advantage
  • Best Practices Of Intra–Organisational Structures
    Real story for the biggest competition battle in Greece during 1990s, Real life cases: the internal structures of the most innovating organisations from around the world
  • Continuous Improvement: Emerging Organisational Change Real life cases: The most innovating organisations

Duration 2 hours

16:00 – 16:15 / Break 15 min

16:15 – 17:15

  • Exercise: Assessment Tools in Practice
    Identifying the weak and strong areas of organisational change projects
    Identifying the business–critical internal structures that need to develop
    Identifying business–significant potential benefits
  • Key Lessons: Appropriate change strategies are NOT only appropriate for high–tech or large companies; it can provide significant competitive advantage even to micro–firms.

    Different strategies to develop internal structures to manage change: You have to choose in line with your strategy

  • Duration 1 Hour


8:00 – 8:15 / Arrival

8:15 – 9:00 / Recapitulation of first day


  • Issues to be considered at the second day


  • The Avalanche Strategy experiments, support and assistance, mutual understanding, transferring the change virus
  • Real –life Stories USA, UK, Germany Multi–National Enterprises

10:15 – 10:30 / Break 15 min

Duration 2 hours


  • Action Learning main concept, experiential focus groups, impressions
  • Organisational Structures to Share main concept, success stories, benefits
  • Inter-Organisational Structures To Share main concepts, success stories, benefits

Real–life Success Stories

Duration 2 hours

12:30 – 14:00 / LUNCH


Knowledge and Learning Among Businesses Functionalities, Implementation

Duration 2 hours

16:00 – 16:15 / Break 15 min


  • Solutions Available Workshop Knowledge Capturing Deployment of Techniques & Tools
  • Building on the Accumulated Experience The choices for an enterprise in Cyprus
  • ACTION PLAN Exercise : Draw up your Action plan for your firm: how to define the added value of training to individuals/the organisation; what to measure


Workshop output assessment + comparison with various exercises summarizing the lessons learned from deploying effective change strategies and relevant organisational structures

Duration 1 hour

Training Methodology

The main goal of the programme is to enable managers in local firms to manage the transition to new organisational structures and better businesses. Therefore during this workshop will review a number of best practice cases and the relevant tools to implement them.

The participants will be guided in a very concise and condensed way, both on the strategic side as on the practical project management side. Participants will be asked to bring their own materials into the seminar and will be able to interact with the lecturer and other participants if possible and desired.

Demos and real-life examples will be used. By examining some real life cases, pitfalls for expansion and sustainability can be detected, and the correct mindset will be created to help the company sustain growth. This course will follow a very pragmatic approach, and discusses several high end business cases.

Post Program Activities

Each participating company will be offered an on-site presentation of a shortened version of the programme, tailored to the specific needs of the firm.

The duration of the presentation will be 4 hours.

By Dr George Tsekouras

The in-company visit will include a review of the individual plans prepared by the participants during the seminar/workshop and an in-depth discussion of how setting up and operating knowledge networks and communities gives the chance to businesses to meet their training and learning requirements. Specifically this discussion will focus on:

  • Helping managers and practitioners to realise the potential benefits
  • Assessing what type of knowledge-intensive organisational routines are useful for their specific business
  • Assisting the focal organisation to develop comprehensive plans for setting up and sustaining the required structures
  • Providing assistance to the managers for dealing with the critical aspects of running knowledge-sharing structures between different organisations
  • Providing assistance to the managers for ensuring that the developing structures are in line with their firm’s strategic objectives

Subsidy, Attendance, and Cancellation Policy

HRDA Subsidy and Seminar Attendance

  • A company’s participant is eligible for subsidy when their Social Insurance and Industrial Training contributions have been settled in full by the time of registration/seminar. In case of ineligibility/disqualification, the company will be invoiced the full amount per participant.
  • A company’s participant is eligible for subsidy if he/she completes an obligatory attendance of 75% or more (both during seminar and company visit). In case of failure to complete the attendance, the company will be invoiced the full amount, per participant.

Cancellation and Substitution Policy

  • Cancellations can be accepted up to 5 working days prior to the seminar without penalties. For any cancellations received after the deadline (or no-shows) the company will be invoiced the full amount per participant.
  • Substitutions can be accepted any time prior to the seminar without penalties.

Approved By Human Resource Development Authority of Cyprus

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