The Journey to Newland Change Capability Process is designed to introduce a process that will help you:

  • Develop change capability for upcoming economic, structural, process, cultural, or technological changes
  • Provide a common language, approach, and process for change strategies
  • Introduce a process to make the five core capabilities for change a permanent part of the organizational culture (leading change, developing leadership, building teams, valuing differences, and optimizing communication at all levels, functions, and locations)
  • Provide a foundation for continuous assessment and metrics through the five core capabilities
  • Increase awareness and capability in systems thinking, process improvement, leading people through change, and confronting resistance
  • Provide an environment and platform to encourage openness to change, openness to each other, and collaboration between differences and functions
  • Utilize a tool for understanding the change context and creating a compelling organizational vision and strategy though dialogue, collaboration, and accountability

What to Expect

  • Journey to Newland is not just a workshop; it is an introduction to a long-term, transformation process.
  • Journey to Newland is not traditional change management; it is change capability through leading change, developing leadership, building teams, valuing differences, and optimizing communication
  • Journey to Newland is not a tool in a vacuum; it is a tool as an integrated system.
  • Journey to Newland is more than a science; it is both a science and an art


Introduction to the workshop

  • Introduction to Journey to Newland
  • Ground rules
  • Pre-journey Guide Assessment and Questionnaire

Stage 1: Prepare for the Journey

  • Introduction
  • The meaning of key terms
  • The Big Five core capabilities for change
  • The story of the Journey to Newland (Movie)
  • Story debriefing
  • The characters in the story
  • The Character Quadrants Model
  • The stages of the journey
  • Consolidation

Stage 2: Survey the Territory

  • Introduction
  • The meaning of surveying the territory
  • The places in Globaland
  • Game Eyes: A tool for surveying the territory
  • Applying the Survey the Territory tool
  • Reflection


Review of day 1 learning

Stage 3: Set the guidelines

  • Introduction
  • Importance of culture
  • The Culture Model
  • Current and desired culture
  • Reflection

Stage 4: Gather the Team

  • Introduction
  • The meaning of a coalition team
  • The purpose of the coalition team
  • The Characteristics of Leaders chart
  • Selection factors for choosing team members
  • Summary and reflection

Stage 5: Choose the Path

  • Introduction
  • The meaning and characteristics of vision
  • The utilization of the Meeting Place and the Grapevine
  • Tool for sharing the vision
  • Building an aligned strategy
  • Timing, Leverage and Capacity
  • Applying dialogue and active listening to strategy
  • Consolidation


Stage 6: Navigate the terrain

  • Introduction
  • Recognizing opposition
  • Overcoming resistance
  • Characteristics of a winning strategy
  • The meaning of alignment
  • Four types of alignment
  • Reflection and consolidation

Stage 7: Make the transition

  • Introduction
  • The meaning and nature of transition
  • The phases of transition
  • The dangers and opportunities of transition
  • The meaning of Short Term Wins
  • Tools for creating Short Term Wins
  • Consolidation

Stage 8: Cross the Border

  • Introduction
  • Planning a Long Term Win celebration
  • Creating cultural icons
  • Finding new pioneers
  • Developing new Pioneers
  • Seeing Newland as your new Oldland
  • Change capability and Newland as a continual process
  • Summary and Reflection

Closing activities

  • Consolidation activity
  • Course conclusion