Leading and Managing Change in Healthcare

A World Top Executive Education Programme for the 1st time in Greece


Τhe World’s 1st


UCL Global Business School for Health is the world’s 1st Business School dedicated to health and healthcare management.

Global Expert


UCL is a global expert in Health. It has been ranked 5th in the world for public health research.

Advance your Career


Designed by world leading UCL experts, this course enables you to transform your organisation and your career.


Choose this world top Executive Education course and advance your career as a high impact leader who can achieve transformational change at scale and pace in the global healthcare sector.

Designed by the UCL Global Business School for Health – the world’s first business school dedicated to health – the Leading and Managing Change in Healthcare Executive Education course provides an opportunity for you to pause and reflect from your everyday leadership activities, helping you to drive organisational change more effectively in the long-term.

Demographic shifts, lifestyle changes, climate change, technology and social inequity have all placed great pressure on health and healthcare in recent years. With the COVID-19 pandemic adding yet more strain, healthcare leaders globally are being urged to implement palpable transformational change.

This three-day-long Executive Education course Executive Education course has been designed by world leading UCL experts to enable healthcare managers to transform their organisation and their career.


Module 1: Leadership of Self and Change Agency

Develop your identity as a leader via a reflective, action learning focus.

Understand the principle that personal growth and development is core to successful change management, and learn about being adaptive and welcoming to the change process.

Deepen your understanding of how your leadership can shape your organisation’s vision, purpose and values.

Module 2: Understanding your Organisation, Culture and Workforce

Understand theories and approaches to studying human behaviour in organisations, and explore adaptive leadership models required for change leadership.

Gain an understanding about how leaders talk about change to promote engagement, hierarchies, informal structures, dialogue and negotiation, and developing empathy for change.

Module 3: Global Health: Politics and Power

Understand how global health is influenced by power, politics and resource allocation, and explore how health is affected by structural, social, legal and political inequalities.

Learn about various health ecosystems, ideas and institutions to enhance your awareness of where power lies and the importance of networks and our ability to drive change.

Module 4: The Healthcare Ecosystem as a Driver of Change

Learn about patient centred and consumer healthcare, the digitalisation of healthcare, and value-based healthcare in the changing healthcare ecosystem.

Understand the factors in this emerging healthcare system, the impact on healthcare professionals and workforce planning, the role of data analytics in decision-making, patient engagement for improved productivity, and operational challenges.

Module 5: Exploring the Change Process

Explore the theoretical side of delivering change in healthcare.

Enjoy site visits to teams delivering improvements in healthcare, allowing you to witness change management and apply knowledge.

Module 6: Design Thinking for Creating Change

Explore user-centred care focusing on patients and customers,
through engaging learning and activities.

Look at the human factors and design opportunities that pertain to digital health
technologies, and understand the evaluation of the user-centred approach.

Harness ideas of efficiency and effectiveness by questioning the implicit assumptions behind current practices to drive innovation.

Module 7: Measuring Change Outcomes and Impact

Examine several ways to design a change management strategy, along with the meaningful measurement of outcomes and impact.

Work through a digital transformation healthcare case study to explore using organisational metrics and key performance indicators (KPIs) to test if change is embedded and continuous.

Module 8: Change Projects and Plans

After working on a personal change project throughout the course, present your project during this session.

The project will draw on learning and group discussions from throughout the week, and this session will enable you to benefit from input and insights from the faculty and peers.


Who the programme is for

The Leading and Managing Change in Healthcare executive education course is for ambitious senior leaders who want to be responsible for leading transformational change in their organisations. You may be a clinical leader, policymaker or executive tasked with leading an aspect of change in your healthcare organisation. Or you may come from an industry related to healthcare, and pharmaceutical industries, working at a level where you are expected to drive organisational change.


Programme Highlights

The Leading and Managing Change in Healthcare Executive Education course is delivered through interactive lectures from UCL academics and guest speakers, which is supplemented by site visits, reading, participant discussions and hands on exercises.


A real world focus

Incorporating both contextualised and experiential learning, much of this course is directed through real world case studies and project-based learning from change management and leadership experts. You will also be given access to recorded sessions and pre-reading before the start of the course and throughout the modules. Before your arrival on the course, you will be sent a leadership assessment questionnaire to complete. This will form an important basis of the first module, when you will understand your starting point and leadership style. Complete with a new network of likeminded global health leaders, you’ll come away from this course with an evidence-based, invigorated approach to leading change management in healthcare.


Content delivery

The blended course content is delivered through eight modules over three days, from 9:30am-5:30pm. Each day ends with a 360-degree feedback session, where you will be invited to share your reflections on your learning, the speakers, events, and activities across the day, and receive comments from the module conveners that day. These sessions will also be an opportunity for you to engage in peer-to-peer dialogue and peer review. As part of your self-led learning, academic readings and self-assessment tools will be available online via the UCL LMS Platform. As part of your self-led learning, academic readings and self-assessment, tools will be available online via the UCL eXtend platform.



Students will complete two assessments for the course. The first is a self-reflection log on your experience as a leader in driving change. The second assessment will involve a group challenge and presentation involving developing a change management plan in healthcare, which will be evaluated by a panel of experts on the last afternoon. On completion of the course and the two assessments, you will receive a certificate from the UCL Global Business School for Health.


Learning Outcomes

On completion of this course, you will be able to:

  • Understand your leadership style and how it can be applied to leading and managing change in your healthcare organisation.
  • Further advance your career as a high impact leader who can effect transformational change.
  • Recognise the interdependencies of being a change agent in healthcare.
  • Appreciate the numerous catalysts of change related to your organisation, the culture and workforce.
  • Apply new frameworks, tools, case studies and roadmaps to benefit your organisation.
  • Reflect on how power and politics impact you as a leader.
  • Develop tools for stakeholder mapping and engagement, as part of the process towards change.
  • Understand concepts and ideas related to change management and leadership.
  • Identify and evaluate the impact that digital transformation and disruptions are having on your organisation.
  • Demonstrate complex problem solving and decision making skills.
  • Apply learning to your specific organisational challenges and opportunities.
  • Deepen your networks and relationships with leaders in the health sector, along with world leading academics and health experts.


A Certificate of Completion is granted to each participant upon completion of the ‘Leading and Managing Change in Healthcare’ course. This Certificate is signed by Professor Nora Ann Colton, Director of the UCL Global Business for Health, and can be shared with recruiters, employers, and professional and personal networks.



Dr Rodolfo Catena

Dr Rodolfo Catena is a Lecturer of Operations and Supply Chain Management at the Global Business School for Health at University College London. He is a specialist in Value-Based Health Care. Rodolfo has a background in engineering, he has a master’s from UC Berkeley and two degrees from the Faculty of Engineering at the University of Bologna. He also has a doctorate in Management Studies from Saïd Business School, University of Oxford where he has specialised in Operations Management.

Rodolfo has contributed to the successful launch of two new master’s degree programmes in healthcare and leads the Executive Education course in Value-Based Health Care. Prior to returning to academia, Rodolfo has supported public and private organisations across the world in a list of countries including the United States, Canada, the United Kingdom, Italy, France, Portugal, Sweden, Germany, the Netherlands, Switzerland and Belgium.

Professor Nora Ann Colton

Professor Nora Colton is the Director of the UCL Global Business School of Health. She is a health and development economist with extensive experience in change management and strategy. Previous to this role she was the UCL Pro-Vice-Provost (Postgraduate Education) and Joint Director of Education at the UCL Institute of Ophthalmology and Moorfields Eye Hospital. She has been a Professor of International Economics at Drew University, USA; Dean of Business and Deputy Vice Chancellor at University of East London (UEL), UK; and a visiting professor in the School of Public Administration at the University of Electronic Science and Technology (UESTC), Chengdu, China as well as the American University in Beirut (AUB), Lebanon.

She holds a doctorate from University of Oxford, UK. She also has studied and taught at a number of leading universities including Harvard University; W. P. Carey School of Business at Arizona State University; American University in Cairo; American University in Beirut and Barcelona Business School at University Pompeu Fabra, Spain. She also holds a certificate in Change Management from Cornell University in the USA.

She has been the recipient of a serial Fulbright and a Carnegie Foundation grant to conduct fieldwork in the Middle East.

She is the author of numerous journal articles concerned with Middle Eastern economics and politics. She is also co-author of a book with Elsevier Press entitled Middle East Finance: Missed-opportunities or Future Prospects and has a book forthcoming with Palgrave-Macmillan on the political economy of Yemen. She has also been a series editor of a book series on Middle East Economics through Palgrave-Macmillan. More recently, she conducts research and publishes on healthcare management and strategic leadership.

She has a particular interest in change management as it relates to the healthcare sector and has designed programmes and taught on healthcare management postgraduate degree programmes as well as health related executive education and training programmes.

Professor Julie Davies

Julie Davies is Deputy Director (EDI) and Director of the MBA and EMBA Health programmes in the UCL Global Business School for Health (GBSH). She is an Associate Editor of Human Resource Development Review and co-chairs the research development committee for the University Forum for Human Resource Development. She is a member of EFMD’s annual MBA conference steering committee. Julie is a Trustee of Kirkwood Hospice where she serves on the investment and finance and resources committees.

Previously, Julie was a Reader in Leadership Development in the Faculty of Business and Law at Manchester Metropolitan University and Subject Group Leader for Research & Enterprise in Huddersfield Business School. She was Deputy Chief Executive of the Chartered Association of Business Schools where she launched and directed the International Deans’ Programme with EFMD which included study visits with deans to business schools globally. Julie co-facilitates deans’ programmes for the Association of Asia-Pacific Business Schools. She was also Director of Administration in City University’s School of Social Sciences. Julie managed Queen’s Anniversary Prize winning postgraduate programmes in finance and economics at the School of Oriental and African Studies. She was Resources Manager in UCL’s Chemistry Department. In the National Health Service, Julie was seconded to the change management team for the opening of Chelsea & Westminster Hospital and she worked in human resources in family and community services, oncology, paediatrics, maternity services, and facilities in central London.

Julie completed her undergraduate degree in Russian and English at Birmingham University and an LLB from the Open University where she also gained an MA in Education. She has a Postgraduate Certificate in Education from Sheffield University and Postgraduate Certificate in Personnel from the University of Westminster. Julie received an MBA in Kingston Business School and a PhD in strategic management from Warwick University. Her PhD thesis examined Hybrid upper middle manager strategizing practices. Julie is a Practitioner Fellow of the Chartered Institute of Personnel and Development, and Fellow of the Higher Education Academy and Association of University Administrators. Julie is a qualified executive coach and psychometrics assessor. She has been a visiting scholar in the Centre for the Study of Higher Education in the University of Melbourne.

Dr Suzanne Wait

Suzanne Wait co-founded The Health Policy Partnership in 2015. In a health policy career spanning more than 15 years, Mrs Wait has helped to run multi-stakeholder initiatives in numerous disease areas. The subject of her studies is focused on Public Health issues. Specifically, she has a Master in Public Health from Columbia University and a PhD in Public Health from the University of Strasbourg.