Digital Change Management

Course Code: DIGTR 123

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Course Sector:

Digital Transformation and Innovation

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Introduction

Training course introducion / brief

In today’s digital age, we often see new innovations being introduced not only in our personal lives but more so across organizations and industries. While digital transformations are necessary for companies to keep up with the industry and competitive demands, the task of navigating change can be demanding and daunting. The question you should ask is: how can my company thrive in this age of digital change?

This training course is designed to provide participants with the essential concepts on how to effectively manage digital change in the context of new complex technology landscapes. This course will highlight topics such as aligning enterprise change management and technology workforce, leveraging digital capabilities, and reducing risk and increasing the speed of change while building a sustainable foundation of continuous improvement.

Understand the link between the change management practices to digital transformation strategies
Identify the common challenges to successfully navigate “digital” change
Know how to operate within a Complex Adaptive System (CAS) in a way that cultivates positive change
Upscale to digital-first strategies such as software-driven value, infrastructure equity, advanced analytics, and intelligence layers
Utilize the talent management techniques for cultivating the digital teams that drive your changes
Explore the key areas of technology capability that enable transformative change
Define the organization’s Kata - fundamental, repeatable behaviors which build a foundation for intentional change
Design the organization’s framework for intentional, directed continuous improvement

- Business and technology leaders

- Business Unit Managers

- Business Development Consultants

- General Managers / Regional Managers

- Senior and mid-level leaders

- individual leaders of all levels in the organization

- Art Director

- Marketing Consultants

- Marketing Development Manager

Module 1: Change Management and Organizational Development

Traditional enterprise change management

As-is vs. to-be
Planning cycles
Freeze-unfreeze-refreeze
Modeling future states
WIFM and navigating stakeholders
Where’s the “why?”

What’s possible with technology

Automation
Business agility
Goals for customer delight
Tools for increased productivity
Triggered actions
Intelligence layers
Speed, quality, and pivots at faster orders of magnitude
Group exercise – Mapping functional technology domains

Flow of work in a digital enterprise

Team-level agility
Culture of experimentation
The impacts of blame and fear
Servant leadership
The problem with heroes
Systems thinking & Lean concepts
Value definition & value streams
Demonstration – Mapping value streams

Change Agents and Change Agency

Leaders and executives as change agents
Functional stakeholders as change agents
Individual contributors as change agents
Typical siloes
Dissolving siloes in the organization
Transitioning teams to cross-functional capability
Beyond buy-in

Different Types of Change Management

Change Management vs. Change Approval
Change as defined by technology manipulation
Code
Infrastructure
Other digital artifacts
Change as defined by technology service libraries
ITIL
ITSM
Change Approval Boards (CABs)
Challenges of the CAB
Automation as a change approval enabler
Shifting to peer-driven review
Unifying change management

Module 2: Transformation through Change Management

Complex Adaptive Systems

What is CAS?
Key characteristics of a CAS
Operating in a CAS
Managing change in a CAS

SRA – Stimulus, Response, Adaptation

Understanding the SRA cycles of adaptation
Constructive stimulus
Organizing stimuli
Sequencing and accumulating positive stimuli
Planning SRA cycles

Kata – the foundation of improvement

Linking behavior to stimulus
Behavior is the key to change
Kata as foundational behavior
Understanding organizational habits
Finding and isolating positive behaviors
Sequencing and accumulating good behaviors
Case Study – Toyota Kata at HP

HR and Talent Management as Transformation Strategies

Profiling technology workers
Understanding the incentives of a technologist
The job landscape from a technologist’s point of view
Strategies for retaining technology talent
Strategies for sustaining teams
Group Exercise: What do technology professionals really want?

Navigating the functional maze

Traditional change management
Finance
Sales
Project and program management
Application Development
Testing and QA
Security
Analytics
Product-oriented roles
HR and Legal
Business unit owners
Exercise: Beyond WIFM

Organizational Change and Digital Infrastructure

How technology infrastructure drives change
Infrastructure ecosystems in a digital enterprise
The role of automation
Opportunities to automate
Moving toward platform capability
Accumulating technology capability
Typical hurdles

Decentralizing decision making

How change agency enables better teams
Maintaining leadership alignment
Understanding intrinsic motivation
Intrinsic motivation and high-performing teams
Case Study – Surprising examples of successful decentralization

Metrics, measurement and performance data

What to measure
Traditional vs. agile metrics
DevOps metrics
Datapoints for tracking change initiatives
Measuring the Kata
Transformation metrics
Management metrics

Continuous improvement – the key to successful organizational change

Defining vision
Sprinting
Organizing time boxes and milestones
Defining target conditions
OODA loops and organizational momentum
Learning, feedback, and re-orientation
Group Exercise – What should change about our change management?

Boost certificate of completion

BOOST's Professional Attendance Certificate “BPAC” is always given to the delegates after completing the training course, and depends on their attendance of the program at a rate of no less than 80%, besides their active participation and engagement during the program sessions.

ENDORSED EDUCATION PROVIDER

Flexible deadlines

Customized dates accordance to your schedule

Shareable Certificate

Earn certificate upon completion

COURSE METHODOLOGY

Our Training programs are implemented by combining the participants' academic knowledge and practical practice (30% theoretical / 70% practical activities).

At The end of the training program, Participants are involved in practical workshop to show their skills in applying what they were trained for. A detailed report is submitted to each participant and the training department in the organization on the results of the participant's performance and the return on training. Our programs focus on exercises, case studies, and individual and group presentations.

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TRAINING COURSE: Digital Change Management

Module 1: Change Management and Organizational Development