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Leaders use seven leadership skills in conceiving and managing change projects, whether innovations in established organizations, culture and process changes, or entrepreneurial ventures for industry or social change. The skills leaders need are different at various phases of change projects. Offers details and also discusses the rhythm of change and resistance to change. Supported by examples drawn from empirical research.

Gun violence was a significant problem in America. Three Harvard Advanced Leadership Initiative Fellows Christy Wood, Russell Sternlicht, and Gareth Glaser each decided to do something about gun safety. They each used their professional and leadership experience to identify their own solutions to the issue. Wood created a set of principles for investments funds to pressure gun manufacturers and gun sellers within their portfolios to adopt safety standards. Sternlicht designed a membership-based lobbying and advocacy group in order to harness the power of mass movements to create positive change. And Glaser founded a smart-gun company whose product could help reduce certain types of deaths and injuries. Would any of these three innovations move beyond the historical gridlock on gun safety?

In 2010, Anand Piramal acquired the Health Management Research Institute (HMRI), a healthcare venture, and merged it with his original digital healthcare startup Piramal e-Swasthya (PeS), so that PeS became Piramal Swasthya. After acquiring HMRI, Piramal Swasthya scaled across 20 Indian states and became India's largest private primary healthcare initiative by implementing public-private partnerships with state governments. In 2012, Anand Piramal stepped down as CEO of Piramal Swasthya, leading to organizational change and a healthcare strategy focused on improving maternal health amongst India's most vulnerable populations. This case shows how an organization can achieve innovation at scale through cross-sector collaboration.

From 2008-2010 Anand Piramal ran a series of pilots for his digital healthcare startup, Piramal e-Swasthya (PeS) to "democratize healthcare" in rural areas of India. PeS ran into difficulties so Anand Piramal had to decide whether to continue the organization and if so how. In 2010, an unexpected opportunity emerged that could have significant implications for PeS's organizational structure and future prospects. Anand Piramal now faced several options for PeS. He needed to weigh the pros and cons of each option to make the best decision to fulfill his vision of providing quality healthcare services to "bottom-of-the-pyramid" populations. This case exemplifies the strategic decisions an entrepreneur must make to ensure that a social impact venture can be sustainable and scalable.

After a challenging start to the Liberian Energy Network, Richard Fahey and Robert Saudek, together with their Liberian counterpart Abu Sherif, set out to realign the company business plan, grow LEN, and bring light to even more Liberians. They formed new partnerships, identified new business opportunities, and persevered through a series of hurdles.

Gilberto Dimenstein, a well-known Brazilian journalist, created a new model called Catraca Livre in 2011 that connected residents of Sao Paulo with untapped resources by aggregating information into a centralized online platform. As an Advanced Leadership Fellow at Harvard, Dimenstein developed Catraca Livre to fulfill the goal of fostering community empowerment. From 2011 to 2019, Catraca Livre grew to become a major news site in Brazil, serving over 50 million users over 8 digital channels. Catraca Livre expanded its scope to focus on digital campaigns, which combatted issues like sexual assault and fake news. Catraca Livre also scaled as an organization by achieving financial independence and no longer relying on funding from foundation, moving into a new headquarters, and adding an in-house technology team. After stepping down as CEO of Catraca Livre in May 2017, Dimenstein founded a new venture, ReciproCidade, which leverages the resources of Catraca Livre to stimulate creative community projects to further its social impact. This case shows how Dimenstein scaled Catraca Livre to have greater reach throughout Brazil through the use of digital technologies and offers a model for community empowerment and advocacy globally through a digital platform.

Chinese appliance company Haier's 2016 acquisition of iconic GE Appliances ushered in strategic and structural changes to encourage innovation and entrepreneurship at the U.S. company, and to help it grow. Haier, which had a model designed to bring the company closer to users of its products, wanted GEA to adopt a version of the model that suited the U.S. market, U.S. consumers, and GEA's employees. This case describes GEA's efforts to do that as a member of the Haier Group.

As a middle manager at a biotechnology company, Sandra Brown harnessed digital tools and social media to engage others and build campaigns for change in the company. This case follows her career at the company, and describes the challenges she faced as a change agent, working to promote gender equality within the company, and a new drug developed to fight cancer externally.

Sandra Brown, a middle manager at a biotech company who has led internal and external movements for change over the last few years, faces a decision. Whether to continue to work for change at the company, or move on to pursue new opportunities elsewhere, where her new ideas and innovative approach might be better received.

Sandra Brown, a middle manager at a biotech company who has led internal and external movements for change over the last few years, faces a decision. Whether to continue to work for change at the company, or move on to pursue new opportunities elsewhere, where her new ideas and innovative approach might be better received.

In 2018, City Year was a 30 year old nonprofit that recruited and organized teams of young-adult "volunteers" (corps teams) to provide a year of citizen service. It had 3,100 corps members serving in 327 schools located in 28 U.S. cities. In its early decades, City Year provided a variety of services to a variety of organizations in need. Over its most recent decade, City Year had pivoted to having all corps members serve in low-income public schools to keep students on track to graduation in an effort to reduce the nation's high school dropout rate. City Year also worked with partners to help schools transform themselves to better meet the needs of low-income students, and worked with policy makers and elected officials to promote the value of national citizen service. In 2012, City Year launched a Long Term Impact strategy (LTI) aimed at making a substantial improvement in high school graduation rates. The LTI required City Year to transform itself over time to create an organization capable of delivering its ambitious impact strategy. The case explores City Year's history and its efforts to align its organization with its strategy. In March 2018, City Year CEO Michael Brown must examine the state of his organization and its strategy to determine next steps to achieving its LTI goals.

In 2018, CEO Lowell McAdam led efforts to transform Verizon through digital innovation, media acquisitions and integration, and changes to the company culture. He sought to manage change at the company as growth in traditional areas slowed, and position it as a leader in a 5G world.

CEO Zhang Ruimin must plan how to accelerate the growth of self-managed micro-enterprises. Platforms were Haier's business platforms operating in five major sectors: white goods transformation, investment and incubation, financial holdings, real estate, and cultural industry. Platform owners incubated micro-enterprises on their platforms with the resources Haier had, but they were not the supervisors of micro-enterprises. His goal was to tear down the walls between the organization, shortening the time the company took to respond to users' needs, with the ultimate goal of "zero distance" between employees and users. Haier had engaged in a series of organizational changes since 2005, the most recent of which started in 2012. His latest experimentation was turning Haier into a platform for entrepreneurship. Employees and those outside Haier could set up micro-enterprises on Haier's platforms. Zhang thought Haier was on the right track, but the model had to prove itself in practice. He set a timetable: the micro-enterprises must reach the tipping point by September 20, 2018, which meant the micro-enterprise would have become a platform to which all resource providers would flock and stay loyal. There was no precedent of transformation like this anywhere. Would Haier succeed? What could Haier do to push the micro-enterprises to get to the tipping point?

In 2017, Miami was rated #1 among U.S. cities for startups, but about 40th for "scale-ups" - growth companies. This case shows how leaders of incubators and accelerators supported startups and a culture of entrepreneurship, but also describes some factors limiting growth, including a lack of local venture capital, big companies to serve as local customers or partners, and biases on the part of investors. The question is whether co-working spaces, training programs, and networks go far enough to build a new tech center for the future economy.

The effects of Miami's startup scene have not reached many "left-behind" lower-income Black communities, which are disproportionately affected by problems such as segregation and racial discrimination, lack of transportation access, crime, education quality, government incompetence, and climate change. Leaders such as mayors, real estate developers, civic entrepreneurs, and community activists are offering solutions to the systemic problems faced by Miami's lower-income Black communities. Can more innovative thinking and the entrepreneurial spirit help move such areas into the tech economy/green jobs future?

Traditional establishment leadership of Miami is increasingly challenged by a rising millennial generation that is more diverse and brings more innovative and entrepreneurial "outside-the-building" approaches, including impatience for change. Leadership succession is already underway, with examples of increased activism and cross-sector collaboration, as well as a new millennial mayor of the central city who declares entrepreneurship to be Miami's strength and national advantage. But there is a consensus that Miami is only a short way along its path to transformation to become the city of future opportunity. Is it essential that networks become more open and inclusive, to find new sources of leadership talent?

In the decade starting in 2000, a new mayor focused on infrastructure and leadership from a foundation investing in arts and culture helped the Miami region transform and attract younger people to a newly vibrant central city and arts district. In 2011, the Knight Foundation targeted entrepreneurship as its core Miami focus-to build tech jobs of the future-drawing on the rapid growth of higher education and a large immigrant population. But should a private philanthropy promote for-profit businesses?

Robert (Bob) A. McDonald just completed his service as the 8th United States Secretary of Veterans Affairs (VA), successfully leading the beginnings of a transformation for one of the nation's most scrutinized departments. Reflecting back, McDonald looked to the lessons he learned as a West Point Cadet, Army Officer, Chief Executive Officer at The Procter & Gamble Company (P&G), and Secretary of the VA to drive his approach to transitioning into the next challenge in his career.

Louis (Lou) Gossett Jr.'s exemplary life included a groundbreaking career in entertainment and a bold and audacious goal to erase racism. From the Broadway stage to television and the movie screen, Gossett earned major accolades in his field, notably becoming the first African American man to win an Oscar (Academy Award) for Best Supporting Actor for his moving portrayal as Sergeant Emil Foley in An Officer and a Gentleman in 1982. Despite his accomplished Hollywood career, as an African-American male he was subjected to constant discrimination in the industry and in society. Amidst the duality of success and distress in his life, Gossett forged a meaningful life path, marked by resilience and perseverance. In 2006, his desire to make an even greater impact led him to create the Eracism Foundation. Eracism was defined as "the removal from existence of the belief that one race, one culture, one people is superior to another."

Two experienced healthcare leaders that participated in the Advanced Leadership Initiative at Harvard University worked together to improve the nation's healthcare system through the early stage company Empathetics (an organization that teaches empathy to healthcare professionals and staff to improve the patient experience). With their guidance the company seems to make progress on staffing and funding, but despite Mandato's and McNerney's experience and optimism, the Empathetics team faced a great deal of uncertainty. Do they have the right team in place? Will they successfully raise their next round of funding? Can they penetrate the complex and crowded market and build a thriving business? Can the Empathetic products be perceived and recognized as a pain killer as opposed to a nice to have? How should they align themselves with hospitals and insurance companies? Can Empathetics fundamentally change the healthcare industry and normalize empathy training as an essential part of clinical and administrative training?