Course 2019-2020 a.y.


Department of Management and Technology

Course taught in English
Go to class group/s: 31
CLMG (6 credits - I sem. - OP  |  SECS-P/10) - M (6 credits - I sem. - OP  |  SECS-P/10) - IM (6 credits - I sem. - OP  |  SECS-P/10) - MM (6 credits - I sem. - OP  |  SECS-P/10) - AFC (6 credits - I sem. - OP  |  SECS-P/10) - CLELI (6 credits - I sem. - OP  |  SECS-P/10) - ACME (6 credits - I sem. - OP  |  SECS-P/10) - DES-ESS (6 credits - I sem. - OP  |  SECS-P/10) - EMIT (6 credits - I sem. - OP  |  SECS-P/10) - GIO (6 credits - I sem. - OP  |  SECS-P/10) - DSBA (6 credits - I sem. - OP  |  SECS-P/10) - PPA (6 credits - I sem. - OP  |  SECS-P/10) - FIN (6 credits - I sem. - OP  |  SECS-P/10)
Course Director:

Classes: 31 (I sem.)

Class-group lessons delivered  on campus

Mission & Content Summary


Organizations are always engaged in change management processes at both strategic and operating level, in order to both adapt to the environment and bring changes to it. A frequent case in many firms today is the implementation of new information technology based solutions that require significant changes in company processes. Sustaining competitive advantage requires innovative change strategies that need to be carefully monitored over time. One central element of all successful change processes is the role covered by key actors that activate the change: they are the ones that, either from the outside or the inside of the firm, facilitate the emergence of new ideas and engage new course of action. The course aims at educating those that are involved in the management of change processes, by realizing the change steps, leveraging the right variables and managing the resistances to change. Thus, this course focuses on the process of implementing change as the key feature and fundamental challenge in managing organizational change.


  • Understand barriers to change in organizations.
  • Sources of change in organizations.
  • Theories of change management.
  • The process side of managing changes.
  • Tools and tecniques for change management.
  • Identifying resistance to change.
  • Managing and overcoming resistance to change.

Intended Learning Outcomes (ILO)


At the end of the course student will be able to...
  • Identify change initiatives: features, process and metrics.
  • Identify change actors/agents.
  • Identify target population of change initiatives.
  • Identify strategies to make change happen.


At the end of the course student will be able to...
  • Gain an understanding of how organizational change is achieved.
    • We examine the various theories and concepts of change, along with experiences and dilemmas in practice, that together help gain an understanding of what contributes to the carrying out of successful and lasting change. 
  • Enhance personal capabilities to navigate change in our lives
  • Exploring both the theorizing and experiencing of change, attendees develop personal profiles of how to navigate in change, and the relations, convictions and materials that inspire people to undertake and sustain change in our lives. 

Teaching methods

  • Face-to-face lectures
  • Guest speaker's talks (in class or in distance)
  • Exercises (exercises, database, software etc.)
  • Case studies /Incidents (traditional, online)
  • Individual assignments
  • Group assignments
  • Interactive class activities (role playing, business game, simulation, online forum, instant polls)


Attending students are engaged in a Change Management Simulation, a computer based/network based simulation that replicates real-life change initiative. The simulation runs in teams and are available in Bocconi computer labs (or any other computer equipped room on campus). Attending students are engaged in a Personal Change Project during the course and  deliver a write-up applying theories and lessons learned during the course to their own personal challenge.

Assessment methods

  Continuous assessment Partial exams General exam
  • Written individual exam (traditional/online)
x   x
  • Individual assignment (report, exercise, presentation, project work etc.)
x   x
  • Group assignment (report, exercise, presentation, project work etc.)
x   x
  • Active class participation (virtual, attendance)
x   x


Summary of evaluation criteria for attending students: receive an individual evaluation at the end of the course composed as follows:

  • Change Management Project Case Study (teamwork activity) = 30%
  • Personal Change Project (individual) = 15%
  • Final exam (individual) = 55%
  • Change Management Simulation (attendance required, no evaluation).
  • Class participation (individual) +1/30 to max 5 students.


Final exam (100% of grade) based on textbook for non attending students.

Teaching materials


  • Reading material and cases provided online by faculty.


  • J M. BEITLER, Strategic Organizational Change, 2013, Third Edition.
  • D. ANDERSON, Organizational Development: The process of leading organizational change, 2016.
Last change 15/06/2019 08:49