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2024/2025  DIP-DHDVV4009U  International Change Management - a Project-based Leadership Approach

English Title
International Change Management - a Project-based Leadership Approach

Course information
Language English
Course ECTS 5 ECTS
Type Elective
Level Graduate Diploma
Duration One Semester
Start time of the course Autumn
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for Graduate Diploma in Business Administration (part 2)
Course coordinator
  • Kristian Sørensen - Department of International Economics, Goverment and Business (EGB)
Study administration for HD IB: HDIB@cbs.dk
Main academic disciplines
  • Globalisation and international business
  • Leadership
  • Project and change management
Teaching methods
  • Online teaching
Last updated on 04-04-2024

Relevant links
Learning objectives
Gained Knowledge and Insights:

•Understand the international strategy implementation of the company or organization through a project-based leadership approach to change management in a globalized world
• Possess knowledge and ability in applying relevant concepts, theories, and models , and in developing methods of international change management
• Possess insight in combining different tools and technical instruments of international project management

Developed Abilities:

• Be able to identify, define , analyze and assess international change management in relation to the organization strategy and organization culture
• Be able to analyze the risk management process and handle uncertainty by demonstrating tools and techniques for prioritizing and hedging of risk, as well as being able to assess the use of different project structures
• Be able to deploy tools of planning, monitoring, and control and be able to use project-based change management models, communication models, and co-operation models

Acquired Skills:

• Have the skills to independently present, critically assess, and analyze theoretical contexts and fundamental concepts as scrutinized in the course
• Have the skills to convey the basis for decision making, the options for solving issues and the use of techniques and tools in managing change in a company or an organization from a project-based approach
• Have the skills to account for cases in international change management and to organize international project change management in a concrete company or organization
Examination
International Change Management - a project-based leadership approach:
Exam ECTS 5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 10 pages
Pages indicated do not include frontpage and list of contents, nor larger tables to be attached in appendix.
Assignment type Report
Release of assignment Subject chosen by students themselves, see guidelines if any
Duration Written product to be submitted on specified date and time.
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Autumn, Ordinary exam: Case hand in 11 November 2024.
For information relating to the exam please go to: https://eksamen.cbs.dk/ (Digital Exam).
Make-up exam/re-exam
Same examination form as the ordinary exam
Re-take exam: Case hand in 5 December 2024.
For information relating to the exam please go to: https://eksamen.cbs.dk/ (Digital Exam).
Course content, structure and pedagogical approach

Course content, structure and pedagogical approach

This course provides the student with a set of methods and tools for responding to strategic changes in the international business of companies and organizations in turbulent times.

International Change Management is defined as the methods and manners in which a company describes and implements international change within both its internal and external processes . Drivers of change may include the disruption of international markets and supply chains  as witnessed in the wake of the COVID pandemic, the digital and technology revolution, increased competitive pressure,  climate change, geopolitical uncertainty, crisis response to the Ukraine war, customer demand changes, and organizational restructuring.

When faced with the need to find new market opportunities, to increase market shares, to realize efficiency gains, to develop new products, to gain access to new resources or simply to reduce risk, companies and organizations tend to resort to a project-based leadership approach.

 

A well-prepared international change management constitutes an essential pre-condition for the success of European companies on both new and existing global markets. The companies must continually be able to develop their products in line with a sharpened global competition and an ever faster technological change process. Meeting such challenges demands a deft leadership approach based on readiness to carry out changes in the project implentations of the organization, while at the same time being able to carry out project management based on still more detailed and solid planning.

International Change Management is about setting a number of practical criteria for the successful outcome of change projects that leads to the fulfillment of the strategic goals of the company or organization. As these change projects are becoming still more integrated in the key competences of the company, there is a growing and urgent need for converging strategy formulation, business models, risk assessment, planning, organizational development, monitoring and controls, and management principles.

 

During the course the student is encouraged to think out of the box in developing an individual case study on ways to handle the unique change management challenges of a chosen company or organization. The course contains a practical introduction to concepts, theories and methods in international project management as a means of implementing the international change management strategy of the company. The literature of the course thus brings together different technical and professional philosophies, while placing international change management in an overall organizational perspective based on independent concept analysis and general project management theory. The analytical approach is cross-cutting, so both qualitative and quantitative methods can be applied.

 

The content of the course is centered around nine main themes:

 

 

1. Incorporation of international change in the international business environment.

The first theme highlights the context of the international change management in relation to stakeholder analysis, cross-cultural gap tools and models for cultural management in the company or organization.

 

2.Realization of the strategic goals of the organizations under change

The second theme deals with models for extended strategic management and program management. includingProject Portfolio Management (PMM) and Project Management Maturity Models (PMM)

 

3. Strategic development of the international change project through management by objectives.

The third theme concerns the strategic choice embodied in the business plan of the change project, focusing primarily on Logical Framework Analysis (LFA), on configuration management by objectives, and on development of delivery plans based on the Scope of Work and Work Breakdown Structures (WBS).

 

4. Risk management process of the project and leadership under uncertainty in international markets.

The fourth theme explains the qualitative and quantitative anticipated risk management process and leadership handling of uncertainty, demonstrating tools and techniques for hedging of risk and for prioritizing risk based on quantitative capital budgeting techniques.

 

5. Effective planning processes and determination of the organization of the international change project.

The fifth theme examines practical planning tools of the international change project in time, costs, and quality within the project cycle phase logic. This is followed by specification of work processes through scheduling, setting up appropriate structures and work packages based on different hybrid aspects of internal and external project co-ordination and the use of a responsibility matrix.

 

6. Monitoring and control tools in the implementation of the international change project

The sixth theme deals with the implementation phase by employing monitoring and control tools such as a monitoring matrix and an issue log for international change projects. Monitoring and contol mechanisms include Earned Value Analysis (EVA), Balanced Scorecard (BSC), Critical Chain Project Monitoring (CCPM), Agile Project Management (APM),and Digital Platfom Management (DPM).

 

7. Leading international change management in a supportive cross-cultural project environment

The seventh theme on leading international change management highlights the competencies and roles of the international project manager and the building and sustaining of international teams in larger projects.  Challenges facing management in handling innovation and digitalization and in reorganizing supply chains and outsourcing will be subject for more detailed analysis. 

 

8. Cross-cultural communication for co-operation and problem solving in change management

The eighth theme renders an overview of communication models in international change projects and presents co-operation methods and guidelines for effective problem and conflict solving.

 

9. Sustainable learning in and learning from international project-based change management

The final theme concludes with a review of process-oriented knowledge and learning models in change management. The phase of project completion consists of a number of important elements for building up a learning organization in the company.

 

Contemporary European case studies as well as analysis of recent changes in the work place will substantiate the teaching of the course.
 
 
 
Description of the teaching methods
The course is a weekly online course in Zoom.

The course is based on a combination of lectures, video presentations, recordings, digital discussions fora, interactive chats, caseworks, and peer-tests.

However, the number of lectures given only allow for a limited review of detailed exploration, giving some of the analysis of the thematic issues an introductory character. Therefore, the students are encouraged to form groups and networks in creating case discussions relating to challenges met in their workplace in a company or an organization, as the technical entry and use of tools presented in the course can be demanding.
Feedback during the teaching period
Throughout the course are used common chat rooms via the Canvas discussions window, assuring interactive feedback in separate strings with and between the students. Direct reviews of student study work are given during lectures. The dissemination process includes web links, 21 video recordings of the modules of the course, recordings of on-line sessions, as well as detailed power point presentations of lectures and case studies.
Student workload
Lectures 27 hours
Preparation (including exercises) 76 hours
Exam preparation and coaching 45 hours
Further Information

 

Online lectures in Zoom will take place on Mondays at 17.10 - 19.45 in weeks 36 - 44.

 

For further information, please contact 
Study Administrator: Gitte Østergaard goe.om@cbs.dk
Course responsible: Kristian Sørensen ks.egb@cbs.dk 

 

 

 

 
Expected literature

Kristian Sørensen: International Change Management – a Project-based Leadership Approach 2nd ed.

 

Forest Floor Economics (2024):  332 pages.
Last updated on 04-04-2024