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.
At the end of this training, the participant will be able to:
define the Digital Enterprise
know the new organisational models of the digital enterprise
define what is change management
establish a framework to accompany an organisation 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 organisational 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 organisations
People and innovation
People and IT
No universal rule for change management
"Classic" methods and tools
From idea to method
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
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
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
Project managers, project management assistants, project management assistants, PMOs, HR managers, CIOs, business managers, company directors.
Support de cours
Course material will be provided at the beginning of the course.
At the end of the course, participants will receive a certificate of attendance issued by the House of Training.