enterprise digital transformation process
DESCRIPTION
If you're serious in Enterprise Digital Transformation, this deck will provide some insight into the scope of need to have a successful transition. http://oxygn.co http://www.slideshare.net/OxygnCo/digital-maturity-model-indicator - Three simple steps to sucessful transitionTRANSCRIPT
WE ARE OXYGN Enterprise Digital Transformation
Transformational change is
• Fundamentally changing what we do, how we do it, with and for whom we do it
• Making new assumptions • Accepting a period of
discontinuity • Working through a period
when there are no easy answers
Transformational change is NOT • Making small changes • Fixing problems • Adding a new process
as a bolt-on • Tweaking a process to
improve it slightly
What is Enterprise Digital Transformation?
WE ARE OXYGN Enterprise Digital Transformation
Transformational change is not undertaken in isolation. The portfolio of initiatives that are being undertaken across the organisation at any one time is a mixture of change objectives and execution of business as usual activities.
Market Forces
Strategic Objectives
Internal Capabilities
Transforma-tional
Change Portfolio
Operational Requirements
Programme
Portfolio
Programme Programme Project Change Activities
Change Activities
Project Change Activities
Project Change Activities
Project
What is Enterprise Digital Transformation?
WE ARE OXYGN Enterprise Digital Transformation
What is driving digital transformation?
This model identifies the digital strategy that an organisation should pursue depending on competitive position and the maturity of the products it offers and the market place into which they are sold.
Invest aggressively Review market potential and address problems
Market Strongly
Invest selectively
Divest
Maintain
Phased Withdrawal
Divest
WE ARE OXYGN Enterprise Digital Transformation
Types of transformation
• Market strongly – increasing marketing effort through new product launches and increasing the speed that new ideas are brought to the market • Divest – reshaping the organisation after sale of poor performing Businesses • Phased withdrawal – redundancy programme
• Invest selectively – research projects to identify target acquisitions, target markets, trend analysis to identify customer demand for new products and services
• Invest aggressively – new product
launches, hiring new sales and business
development staff, acquisitions
• Review market potential and problems –reduction in
cost base through changes to systems, outsourcing
transactional tasks, improving flow of information across organisation by removing
‘silos’, increasing value added activities moving resources from transactional to value
added tasks
WE ARE OXYGN Enterprise Digital Transformation
Enterprise Digital Transformation Process
Effective Enterprise Digital Transformation
Change Management Maturity
Programme Management Capability
Change Management Framework
Project Management Capability
Implementation of project outputs
Required outputs i.e New and changed products and services
Delivery of project outputs
WE ARE OXYGN Enterprise Digital Transformation
Change Management maturity
The maturity of the organisation to manage change and successfully deliver Enterprise Digital Transformation can be assessed using a maturity model.
• The extent to which an approach to managing change is embedded within the organisation • The perception that those working in or with the organisation have of the commitment to in managing change • The level of motivation that exists for addressing change management as a business issue
Skills and competencies in the delivery of change
Processes and procedures for managing change
Governance Structure
Financial Control
Risk Management
Communicating the Need for change
Resourcing the change activities
Measuring the effectiveness of change initiatives
WE ARE OXYGN Enterprise Digital Transformation
Programme management capability
Programme lifecycle which establishes:
• Flow of information to programme team members, project team members, business change managers and the sponsor
• Decision points including the limits of authority that each role has for taking decisions and the information needed to support each decision
Roles and responsibilities Which clearly state the expectations for: • Programme
management • Programme
delivery • Programme
governance
Skills and knowledge: • Training plans that
provide access to courses in programme, project, change and risk management
• Career development plans that encourage individuals to apply for programme, project, change and risk management opportunities
WE ARE OXYGN Enterprise Digital Transformation
Change Management Framework
Business change lifecycle: • Assessing the change • Planning the change • Implementing the change • Embedding the change
Organisation structure: • Leading change • Senior management
sponsorship • Managing change • Business change managers • Doing change • Change team members
/change agents
WE ARE OXYGN Enterprise Digital Transformation
Business change lifecycle
• Impact of the change is understood from different perspectives
• Vision of the change that describes the ‘new world’ has been developed
• Compelling stories that explain the results of the change have been developed for different audiences
• Activities to implement the change are identified, resourced and scheduled
• Activities to communicate with and engage the support of stakeholders are established
• Activities to make the change happen move from planning into action
• Change teams are formed to resource the activities
• Individuals experience the change and move through a range of emotions as they adapt to the change
• As change is accomplished, achievements are celebrated
• Those still working through the changes are given support to help them make the transition to the new ways of working
Assessing the change
Planning the change
Implementing the change
Embedding the change
WE ARE OXYGN Enterprise Digital Transformation
Project management capability
Project lifecycle tailored to managing projects within a programme: • Clear explanation of what information is to be escalated to the
programme, and what decisions are to be taken at programme level vs. project level
• Includes greater emphasis on liaison with change teams and activities to support the business change lifecycle
Roles and responsibilities: • Role of the project sponsor and how this aligns with the
responsibilities of the programme manager • The amount of authority that a project management has over the
project vs. how much authority the programme manager has
Skills and knowledge: • Courses and on the job training opportunities to build technical and
interpersonal project management skills
WE ARE OXYGN Enterprise Digital Transformation
Who is involved?
Strategic level change so must be sponsored by senior manager, preferably at board level
Coordination of the effort and flows of information requires support in the form of a PMO – Programme Management Office or Project Management Offices
Changes to business environment must be led by those with current operational knowledge and sufficient authority to change business as usual so senior business change managers needed, with support from their staff in change agent roles
Complex change with multiple work streams and interdependencies so requires an experienced programme manager Multiple projects within each work stream requiring many project managers and project teams
Sponsor
Programme Management Office
Pro
gra
mm
e M
anag
em
en
t Offi
ce
Programme Manager
Project Managers
Project Teams
Business Change Manager
Change Agents
WE ARE OXYGN Enterprise Digital Transformation
Develop your capability
Change Management Practitioner explains the concept of change, how people react to change and the different models and techniques for implementing change.
Managing Successful Programmes explains how to manage a set of related projects that taken together will deliver strategically important benefits.
PRINCE2 provides a flexible and adaptable approach to suit all projects. It defines the processes, roles and documentation required to manage a project. The APMP and PMP define the skills and techniques that project managers should apply to control their project from initial requirements to successful implementation.
Managing Successful
Programmes
Change Management Practictioner
PRINCE2 APMP PMP