University of Houston and Institute for Change Leadership Announce Collaboration to Offer Certificate Program in Change Leadership.

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HOUSTON--(BUSINESS WIRE)--Aug. 19, 2003

Lauren Kirby, director, Corporate Training Services of the University of Houston's Continuing Education Center and Corporate Training Group, and Mike Campbell, director of The Institute for Change Leadership, the research and education arm of management services firm Holland & Davis, LLC, today announced their collaboration to offer a certificate program in change leadership.

Each year corporations launch mission-critical projects involving billions of dollars in capital investment. Less than half of these projects meet their business goals. This performance gap presents real challenges for corporate executives who must demonstrate, now more than ever, their capabilities to employ financial and human capital to position their companies for competitive advantage. The certificate program in change leadership is specifically designed to fill the business performance gap.

"The four courses that make up the change leadership certification program are 100% 'how to' make change happen, focusing exclusively on those 'must do' actions and activities that move projects forward and get desired results," says Campbell. The four core change leadership certification program courses are:

-- Engineering Change: Knowing What to Do and How to Do It

-- Breaking the Rules: Getting Payoffs...for a Change

-- Bulletproof Communications about Change: How to Say It and How

to Do It

-- Reversing the Roles: Getting IT to Work for You...for a Change

(Refer to attached backgrounder for short descriptions of each course.)

Dr. Winford E. "Dutch" Holland, author of "Change Is the Rule" and "Red Zone Management" and chairman of Holland & Davis, LLC, Management Consultants says, "Highly effective managers are able to 'change their business' as well as they 'run their business' (refer to Graphic A). Most leaders have been well prepared to run their business, but most have not been prepared to change their business (see attached graphic). Your business education is incomplete until you have learned the critical 'how to' details of change leadership and change management from people who have been there, done that...and done it well."

Kirby comments, "Our certificate program in change leadership will give our participants a solid foundation for planning and executing 'mission-critical' projects. We are very fortunate to have nationally recognized experts developing the program curriculum and veterans of 'big change' teaching the classes."

UNIVERSITY OF HOUSTON DIVISION CONTINUING EDUCATION AND EXTENSION

The central role of the Division Continuing Education and Extension is outreach -- the process of connecting the growing community of learners to the vast array of educational resources available from the University of Houston.

UH Continuing Education provides a variety of noncredit opportunities to meet the community's continuing professional education needs. If you seek professional enhancement, fulfillment of licensure or certification requirements, training for a new career or personal enrichment, you'll find what you are looking for through our

-- certificate programs

-- short courses and workshops

-- custom designed training programs for your organization

-- special events

-- conference management services

THE INSTITUTE FOR CHANGE LEADERSHIP

The Institute for Change Leadership is the research and training arm of Holland & Davis, LLC, a Houston-based management consulting firm. In addition to its collaboration with the UH Corporate Training Group, the Institute is a Registered Education Provider certified by the Project Management Institute, offering training in Project Management and Program Management. The Institute also offers Action Services workshops specifically designed for executive sponsors, project managers and teams kicking off a mission-critical project.

Holland & Davis has a 30+ year track record of successful change consulting and training to more than 500 Fortune 1000 and private sector organizations. Dr. Winford E. (Dutch) Holland, chairman of the Institute, is author of "Red Zone Management: Changing the Rules for Pivotal Times" (Dearborn(TM), 2001) and "Change Is the Rule, Practical Actions for Change On Target, On Time, On Budget" (WinHope Press, 2003). Mike Campbell, managing director and director of The Institute for Change Management, is author of "Bullet Proof Presentations" (Career Press, 2002) and Complete Idiot's Guide to Project Management (3rd Edition), Alpha Books, 2003. Visit www.hollandanddavis.com/institute for more information on the firm and its areas of expertise and Institute programs and services.

                             BACKGROUNDER

         CORE CURRICULUM FOR CERTIFICATE IN CHANGE LEADERSHIP

Breaking the Rules: Getting Payoffs...for a Change - 1 day

    This fast-paced overview covers the major concepts and principles
of Change Leadership, focusing on the leadership of big changes called
organizational "Red Zones." These are pivotal times in the lives of
companies...and their managers and employees.
Game-makers/game-breakers and career-makers/career-breakers include
changing competitive strategy, integrating mergers and acquisitions,
major reorganizations, reengineering core processes, implementing
enterprise solutions (such as ERPs) and changing culture.
    Participants will further their quest to become more effective
change leaders by being able to:

    --  change competitive strategy

    --  integrate mergers and acquisitions

    --  handle major reorganizations

    --  reengineer core processes

    --  implement enterprise solutions (such as ERPs)

Engineering Change: Knowing What to Do and How to Do It - 1 day

    This highly-energizing course is the "guts" of successful change
implementations. A vision or change in direction takes positive energy
and initiative to implement. Full implementation requires precise,
concrete alterations to the current way the organization is doing
business if there is to be even the slightest chance of success.
Participants get the tools, knowledge and skills to make these
alterations "real" to each employee: big picture understanding of the
desired end result (vision/strategy) and a detailed roadmap to reach
the end result on time, on budget and on target (action/actionable
planning).
    Participants will further their quest to become more effective
change leaders by being able to:

    --  build a practical, easy-to-understand roadmap for change

    --  shape and communicate needed change

    --  develop effective action plans that make change happen

    --  bring change in on target, on time and on budget

Bulletproof Communications about Change: How to Say It and How to
Do It - 2 days

    Successful leaders and project managers confirm that much of their
job is concerned with communications -- receiving and delivering
information and influencing actions and behaviors. Yet most books and
programs about organizational change devote very little time to the
nitty-gritty of implementing an effective communications program. In
this very hands-on class, participants will learn how to develop
communication programs that inform, motivate and maintain forward
progress; create and deliver targeted information to stakeholders;
build support for change projects among key constituencies; and
anticipate change-blocking assumptions and overcome disabling
behaviors.
    Participants will further their quest to become more effective
change leaders by understanding how to:

    --  build a robust communication plan for change

    --  use effective structure and style for change presentations

    --  use best-practice planning and leadership of change meetings
        and work sessions

    --  fine tune personal leadership style and behaviors to increase
        "uptime" and move change projects forward

Reversing the Roles: Getting IT to Work for You...for a Change - 1 day

    Although companies invest billions of dollars in IT systems, many
of these implementations do not come close to meeting business
expectations or making the business work better...and some are not
even being used. The most notorious failures are associated with big,
comprehensive business systems like ERPs (enterprise resource
planning), CRMs (customer relationship management) and SCMs (supply
chain management). Technical implementation is only the beginning. The
ultimate success of a big system implementation can only be measured
from the business perspective. In this challenging and stimulating
class, participants learn how to ensure that organization/business
units are aligned with technical implementation on multiple levels,
and interpret early warning signs and mitigate problems before they
can actually harm or derail the project.
    Participants will further their quest to become more effective
change leaders by understanding how to:

    --  take charge of business projects that involve information
        technology

    --  identify success factors for management projects including...

        --  organizational and operation alignment

        --  risks (technical, business, organizational)

    --  finish the project successfully by extracting maximum business
        value through full system integration into day-to-day
        operations

For more information, visit www.hollandanddavis.com/institute or
contact:
Amber Newkirk, Holland & Davis, LLC
[e-mail]
713-877-8130 or
832-605-5936

Lauren Kirby, University of Houston
Continuing Education Center/Corporate Training
[e-mail]
713-743-1203

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