Excellence in

MBA 2012 Change Management
Contacts hour per week
Kley, Karl-Ludwig
Outline (preliminary)

1. Introduction:
    • Relevance of change management
    • Theoretical basis of change management
    • Barriers and hurdles to change
    • Change management as a process

2. Change management cases in different business situations and industries.
In each of the subsequent sections, the following topics will be addressed:
    • Business environment/industry background
    • Initiation of change process
    • Planning of change activities
    • Realization of changes
    • Controlling of change activities, feedback-loops
    • Internal communication during change process
    • Participation of employees in the change process
    • Change of corporate culture

2.1. Change management during strategic change and reorganization -
the case of Bayer

2.2. Change management during a turnaround situation -
the case of Lufthansa in the 1990s

2.3. Change management in a crisis situation -
the case of Lufthansa after 9/11

2.4. Change management during M&A -
the post merger integration of Merck and Serono

3. Conclusion:
    • Key learnings from the change management cases
    • General success factors in change processes
Course description
The course is designed to provide comprehensive insights how to achieve and sustain change in organizations. The following areas will be addressed:
Fundamental background is given about the relevance of change management in business practice. Also insights are provided about theoretical background and development of different change management concepts.
Based on cases from different international companies, it is discussed how change management can be applied in different business situations and in different countries/cultural environments.
Furthermore, based on the cases, general principles and success factors for implementation of change management are developed.

The course combines lectures, discussions, and case studies.
John Hayes (2006), The Theory and Practice of Change Management, 2nd Edition, Palgrave Macmillan
John P. Kotter (1996), Leading Change, Harvard Business School Press
Method of examination
Grades will be based on a final exam (50 percent), a group assignment (30 percent), and other aspects, e.g., class participation (20 percent).