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What You'll Learn

Diagnose an organisation before touching it — observations
interviews
questionnaires
data — and report back what you found,Choose the right intervention level: individual
team
process or global. Most failed transformations pick the wrong one,Run Kotters eight steps properly
including the urgency step everyone skips because it feels manipulative,Describe your culture through observable behaviour instead of three adjectives on a wall,Build the rituals
hiring filters and onboarding that make a culture survive its founders,Calculate ROI on an organisational development project using Kirkpatrick and the Balanced Scorecard,Handle resistance — the open kind and the quiet kind that agrees in the meeting and does nothing after,Develop the managers who will carry the change
because it moves through them or not at all,Learn alongside Mikes 1.6 million students from 185 countries,Get the authors experience from Preply
Wargaming
iDeals and Alfa-Bank

Requirements

No background in organisational development or change management. Every model is introduced as we need it,An organisation you can look at closely — your own company works best
a client organisation is fine,Be prepared to run a real diagnosis before designing anything. That order matters more than any framework here,English at intermediate level or above
since all lessons and materials are in English,No software required

Description

This course contains the use of artificial intelligence.

The transformation was announced in January. By March everyone had gone back to working the way they always did, and nobody said a word about it.

Why most transformations quietly fail

Not because the plan was wrong. Because somebody skipped the diagnosis and jumped straight to the intervention. A team-building offsite gets run when the actual problem was a process. A new set of values gets published when the real issue was that managers behave differently from what the poster says. Money is spent, energy is spent, and six months later the organisation is exactly where it was.

The second reason is that change is designed for the rider and forgotten for the elephant. People are given a rational argument and no reason to care, so they nod in the room and change nothing on Monday.

What this course does differently

We diagnose first. Observations, interviews, questionnaires, real data, then a report you can put in front of management without it being dismissed. Only then do we choose the intervention level — individual, team, process or global — because picking the wrong one is the single most expensive mistake in this field.

After that, the full mechanics: Kotter's eight steps with the urgency stage done properly, culture described through observable behaviour rather than adjectives, rituals and hiring filters that make it stick, the communication campaign, and manager development, because change travels through managers or it does not travel at all. And at the end, evaluation with Kirkpatrick and the Balanced Scorecard, so you can prove what the project returned.

Who is teaching this

Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained, PHRi and SHRM-CP certified, HRCI representative in more than 10 countries. I built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals — companies that reorganised themselves more than once while I was there.

The cases we go through

Netflix, Miro, Tesla, Starbucks, Buffer and Basecamp, each one used for a specific mechanic rather than as decoration. How Netflix wrote behaviour down. How Miro integrates newcomers. What Starbucks does with rituals. Where each of them would fail if copied without the context.

What is included

- Lifetime access to all course materials

- Active instructor support in the Q&A section

- Udemy Certificate of Completion

- Practical assignments and real business cases

- A section with additional courses, tools and resources

Before you start

Organisational change is slow, unglamorous and mostly consists of conversations. If you were hoping for a framework that does it for you, this is not that. If you want the method that actually works, and the honest version of how long it takes, start with the first lesson today.

Who this course is for:

Leaders about to run a restructure
merger or major change and aware that most of them fail,HR and OD professionals who need a full method rather than a set of workshops,Founders whose culture worked at 30 people and stopped working at 150,Managers handed a transformation project with no framework for it,Consultants diagnosing client organisations and proposing interventions,Anyone who has watched a change initiative die quietly six weeks after the kickoff,Internal communications specialists who own the message but not the plan behind it