In today’s complex world, organizational change is a constant. From disruptive technology to hybrid work environments to organizational transformation, change managers must adapt to meet the ever-changing needs of their stakeholders. How can we stay tapped into our stakeholders’ needs when they are constantly changing? How can we bring fresh ideas to complex challenges? Enter Design Thinking, an iterative, human-centered approach. Applying the principles of Design Thinking to Change Management can help you generate fresh, innovative ideas that truly meet the needs of your key stakeholders.
In this workshop, we’ll explore the intersection of Design Thinking and Change Management, including how to:
For Molly, ‘Design’ is seeing the world as it might be, rather than as it is. For the past 8 years she has been a member of the Visioning Team at YouTube, an in-house Design Strategy consultancy. Here, she uses Design Thinking to shepherd cross-functional teams through ambiguity to clarity on ambitious, broad, and ‘hairy’ problems. She's previously worked at B2B design consultancies helping leaders of large companies design their vision, strategy, culture, and organizational processes. Molly has earned a BFA in Communication Design from Washington University in St Louis, an MA in Design Leadership from the Maryland Institute College of Art (MICA), and an MBA from Johns Hopkins University. She’s endlessly curious and loves connecting dots between unexpected topics.
Empathy and creativity are at the heart of Anne’s work. She is currently a consultant at Propeller, specializing in change management, organizational transformation, and experience design. She is guided by the principles of design thinking and organizational development and has led successful change initiatives for Fortune 500 companies and organizations across a range of industries, including high tech, biomedicine, and higher education. Anne earned a bachelor’s degree in English from the University of Pennsylvania and a master’s degree in organizational development from the University of San Francisco. She can be considered dangerous with an idea and a white board.
(c) Association of Change Management Professionals - Texas Chapter
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