XBUS-1000 - Georgetown Transformation Lab for Leadership Teams
Course Description
The Transformation Lab for Leadership Teams is a three-day intensive program designed for senior leaders who seek stronger decision quality and unified direction during periods of rapid organizational change. The curriculum draws from the Georgetown University Transformation Lab for Leadership Teams Playbook. The Playbook provides a clear structure for inquiry, analysis and coordinated planning. The Lab uses this structure to help leadership teams study organizational pressures with academic rigor while also building practical habits that support effective action.
Day One establishes a shared foundation for collective study. Leadership teams examine major forces that shape performance in modern institutions. These forces include technological acceleration, changing workforce expectations and the shifting norms that influence trust across hybrid environments. Participants review research that explains how leadership behavior shapes group judgment. Structured dialogue supports a careful study of strengths and capability gaps. This first day ensures that all participants enter the next phase with a common base of insight.
Day Two centers on applied capability development. Participants work with analytic tools that support the study of complex systems. The sessions highlight the relationship between decision quality, communication patterns and strategic alignment. Leadership teams examine cases where focused adjustments in judgment produced gains in performance or long-term resilience. Teams move through short cycles of practice that help build confidence with methods that support clear reasoning, open communication and responsible use of technology. Each cycle ends with reflection that links new skill to observable outcomes.
Day Three shifts toward structured planning. Leadership teams apply insights from the previous sessions to create an action plan with defined owners and timelines. Academic frameworks for change readiness, capability mapping and strategic prioritization guide this work. Participants design performance indicators that support a 90-day review process. These indicators focus on decision quality, cycle time, trust formation and coordination across units. The outputs from this final day serve as organizational assets that can support stable progress during periods of uncertainty.
Across the three days, the Lab maintains a balance between academic depth and practical relevance. Faculty integrate research from leadership studies, organizational behavior and decision science with the tools and frameworks presented in the Georgetown Playbook. Each concept connects to a specific method that leaders can apply in daily work. This structure supports the development of durable habits that strengthen clarity, collaboration and strategic focus.
The Transformation Lab delivers measurable value because the work produces tangible outputs. Leadership teams leave with a shared vocabulary for complex issues, a capability map that identifies priority gaps and a clear set of near-term objectives. The final action plan includes timelines and performance indicators that support consistent follow-through. These outcomes help leaders maintain momentum during organizational shifts. The Lab provides a systematic structure that supports institutions that require strong coordination across functions, stable leadership judgment and consistent alignment with long-term goals.