This course will enable you to better support the transformation of an organisation towards the digital enterprise. You will discover the new digital tools that accelerate change and move the lines between IT, HR and Business. It will also show you how controlling the human impact of these changes is essential to the success of your projects. In collaboration with Teampower.
Digital Transition, Driving Change
Who should attend this course?
Project managers, project management assistants, project management assistants, PMOs, HR managers, CIOs, business managers, company directors.
There are no formal prerequisites for this course
- Defining the Digital Enterprise
- Discover the new organizational models of the digital enterprise
- Define what is change management
- Establish a framework to accompany an organization towards the digital enterprise
The digital revolution
- Digital economy: creative destruction.
- New era of convergence of humans and machines.
- Emergence of a new bimodal computing world.
- Abandoning automatisms to machines.
- Application of Big Data for big answers.
- People are at the center of the digital revolution
New organizational models for the digital enterprise
- Definition of the digital enterprise.
- Why are the traditional boundaries of the enterprise being challenged?
- Why are digital models far superior and make traditional structures obsolete?
- How do new digital models make traditional approaches obsolete?
- The results of the MIT (Massachusetts Institute of Technology) survey.
- The Berger, McKinsey and Lemoine reports on the digital economy.
- The characteristics of the digital enterprise.
The ISD revolutionized?
- What positioning for the ISD in the digital enterprise?
- Should ISD still be called ISD?
- The bimodal ISD.
- The role of the HR department in the transformation of the company.
- The new responsibilities of business divisions.
- The new digital professions.
What is change management?
- The commonly accepted definition.
- History of change management.
- Typologies of change.
- Why does your company need a change strategy?
- Innovation is a complex phenomenon.
Supporting technical change
- Is change natural?
- The brakes to change: homeostasis.
- Theories of innovation.
- Innovation, a real challenge for organizations.
- People and innovation.
- People and IT.
- No universal rule for change management.
“Classic” methods and tools
- From idea to method.
- Structured approaches.
- Change management methods: Moutot and Autissier.
- Change management methods: IBM, “Blue method”.
- Methods of change management: psycho-sociological approaches.
- Methods of change management: right brain versus left brain.
- Available tools.
Towards “Agile” change management
- The limits of classical methodologies.
- The factors of failure.
- The inadequacy of the Taylorian model.
- The company facing digital innovations.
- The challenge of a change of culture.
A change management proposal
- How to manage permanent change?
- How to assess its current maturity level?
- How to raise the awareness of senior management, business managers, the IT department and users?
- Is it necessary to create a dedicated change management unit? What place should it have in the company’s structure?
- Changes of authority between different departments.
- Overcoming resistance.
- Co-constructing change: the accompanying discourse.
- The co-construction of change: building trust.
- The co-construction of change: transparency and managerial courage.
- Application of the method and tools to a case study.
- Establishing the change dashboard.
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