Description

Public and private companies are changing with the massive arrival of digital technology both in their internal operations and in their marketing and commercial activities. This seminar aims to help players in the traditional IT department to evolve towards the Digital Department in order to sustain the operation of traditional services, while imagining and developing new solutions with high added value for the business.

Who is this training for ?

For whom ?

Business manager, financial director, CIO, IT manager, business manager, AMOA, AMOE, auditor, consultant.

Prerequisites

Training objectives

Understand the impacts of digital technology on business activity Review the positioning of the IT department in the company Knowing how to face new digital challenges Identify ways to accelerate business transformation Identify ways to accelerate IT culture transformation

Training program

• Introduction
  • The need for a two-speed IT department.
  • The lessons of e-Business departments created on the fringes of traditional IT departments.
  • Challenge no. 1: ensuring operation by professionalizing and optimizing practices.
  • Challenge no. 2: quickly develop new business solutions.
  • New relationships with the professions.
  • Reflection collective.
  • Reflection on the need to better manage the relationship with the profession.
• The challenges of the digital economy
  • The IT and telecoms economy: the
  • The digital economy: the
  • The new models of intermediation.
  • The new challenges of information.
• New digital business organization models
  • Why are traditional business boundaries being challenged?.
  • Why are digital models far superior and making traditional structures and approaches obsolete?.
  • Why today's competitors are not necessarily tomorrow's competitors?
  • The case of the bookseller or retailer:
  • The Benetton case: changing the sector's Business Model by optimizing processes and rethinking its value chain.
  • The Procter & Gamble case: using collective intelligence ("Crowd Sourcing").
  • Internet sales: profound change in the market, supporting figures.
  • The change in logic explained by Chris Anderson's
  • The results of the MIT survey.
  • The Berger, McKinsey and Lemoine reports on the digital economy.
  • The characteristics of the digital enterprise.
  • What positioning for the DSI? Should it still be called DSI?.
  • Demonstration:rnDemonstration of concrete cases of emerging organizational models in the digital enterprise.*
• The importance of the IT department in the digital business
  • The digital IT department: from team management to coordination of service providers.
  • New profiles and skills.
  • New relationships with the professions: appearance of the Business Relationship Manager.
  • Relations with the Sales and Marketing Department.
  • Relationships with the Communications Department.
  • The new performance indicators of the DSI.
  • The new positioning of the DSI vis-à-vis General Management.
  • The “Lean DSI”: new culture, new processes, new tools.
  • Collective reflection: Collective reflection on the importance of the IT department and the evolution of an organization towards digital.
• The bi-modal DSI
  • The need for a two-speed IT department.
  • The lessons of e-Business departments created on the fringes of traditional IT departments.
  • Challenge no. 1: ensuring operation by professionalizing and optimizing practices.
  • Challenge no. 2: quickly develop new business solutions.
  • New relationships with the professions.
• From idea to product to market
  • How to realize requests addressed to the IT department more quickly?
  • Introduce agile methods and creativity into teams.
  • How to practice co-construction with customers?.
  • Integrate new uses.
  • Mobility "first" or not?.
  • Quality or responsiveness: how to choose?.
  • The advantages of the MVP (“Minimum Viable Product”) for testing the market.
  • The usefulness of a POC (“Proof Of Concept”).
  • “Launch and Iterate”: quickly launch services and evolve them over time.
  • DevOps: the new paradigm for deploying applications.
  • Collective thinking: Reflection on how to quickly and qualitatively implement requests addressed to the IT department.
• The voice of the customer
  • Integrate internal or external customers into the development cycle.
  • Set up satisfaction surveys.
  • Set up focus groups.
  • Organize customer feedback loops to develop applications.
  • Collective reflection: Reflection on how to give voice to customers.
• L'Open Innovation
  • The challenges and pitfalls of Open Innovation.
  • Support structures for innovation in France.
  • Partnership models in the field of collaborative innovation.
  • An innovation monitoring approach and tools.
  • Collective reflection: Reflection on the implementation of an innovation monitoring approach and tools. innovation watch.
• The Digital IT Department Ecosystem
  • Understand digital value chains.
  • Map your digital ecosystem (suppliers, customers, competitors, allies, etc.).
  • Identify the right partners on the market.
  • Create alliances with high added value for the IT department (products, services, culture, skills, etc.).
  • Find alternative financing.
  • Demonstration: Demonstration of a method for mapping your digital ecosystem.
• From idea to product to market
  • How to realize requests addressed to the IT department more quickly?
  • Introduce agile methods and creativity into teams.
  • How to practice co-construction with customers?.
  • Integrate new uses.
  • Mobility "first" or not?.
  • Quality or responsiveness: how to choose?.
  • The advantages of the MVP (“Minimum Viable Product”) for testing the market.
  • The usefulness of a POC (“Proof Of Concept”).
  • “Launch and Iterate”: quickly launch services and evolve them over time.
  • DevOps: the new paradigm for deploying applications.
  • Collective thinking: Reflection on how to quickly and qualitatively implement requests addressed to the IT department.