Enterprise digital transformation process

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?


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?


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


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


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


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


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


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


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


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


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


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

Enterprise digital transformation process

Business

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