Description
This seminar will allow you to better support the transformation of an organization towards a digital business. You will discover the new digital tools that accelerate change and move the lines between the IT department, HR and business lines. It will also show you how controlling the human impacts of these modifications is essential to the success of your projects.
Who is this training for ?
For whom ?
Project manager, project management assistant, project management assistant, PMO, HR managers, IT department, business managers, company directors.
Prerequisites
Training objectives
Training program
- The digital revolution
- Digital economy: creative destruction.
- New era of convergence of humans and machines.
- Emergence of a new bimodal computing world.
- Abandoning automation to machines.
- Application of Big Data for big answers.
- People are at the center of the digital revolution.
- Reflection collective.
- Reflection on the main key points of the digital revolution.
- ISD revolutionized?
- What positioning for the IT department in the digital enterprise?.
- Should the IT department still be called the IT department?.
- The bimodal IT department.
- The role of HR in the transformation of the company.
- The new responsibilities of business divisions.
- The new digital professions.
- Collective reflection.
- Collective reflection on the emergence of new digital professions.
- What is change management?
- The commonly accepted definition.
- History of change management.
- Typologies of change.
- Why your company needs 'a change strategy?.
- Innovation a complex phenomenon.
- Exchanges.
- Analysis of a company's key change management needs.
- Support for technical change
- Is change natural?
- The obstacles to change: homeostasis.
- Theories of innovation.
- L innovation, a real challenge for organizations.
- Men facing innovation.
- Man and IT.
- No universal rule supporting change.
- Case study.
- Feedback on projects experienced by participants, analysis of the main obstacles.
- “Classic” methods and tools
- From the idea to the method.
- Structured approaches.
- Change management methods: Moutot and Autissier.
- Change management methods: IBM "Blue method".
- Change management methods: psycho-sociological approaches.
- Change management methods: right brain vs. brain left.
- Available tools.
- Case study.
- Discovery of the stages, tools, width and depth of a project, the socio-map dynamics, the failure of the patient medical file, the LITCHI project at EDF.
- Towards “Agile” change management
- The limits of classic methodologies.
- The failure factors.
- The inadequacy of the Taylorian model.
- The company faces to digital innovations.
- The challenge of a cultural change.
- Case study: Application of traditional methods on a digital project chosen from those proposed by the participants: agreements and incompatibilities.
- A change management proposal
- How to manage permanent change?.
- How to assess your current level of maturity?.
- How to raise awareness among general management, business managers, the IT department and users?.
- Should we create a unit dedicated to change management? What place in the company structure?.
- Changes of power between the different departments.
- Overcoming resistance.
- The co-construction of change: accompanying speeches.
- The co-construction of change: establishing trust.
- The co-construction of change: transparency and managerial courage.
- Application of the method and tools on a case study.
- Establish the dashboard of change.
- Case study.
- Presentation of new tools: flash diagnosis, online surveys, dynamic action plan.
- Construction of a communication plan, principles for leading a group workshop.
- Example: change management for the deployment of a new mobility application.
