Description

Business leaders, CIOs, must be able to fully participate in the development of a strategy for the digital transition of their organization. This seminar, rich in examples and real cases, aims to decipher the characteristics of the company of the future and to highlight the opportunities offered by new technologies as well as the profound transformations they induce.

Who is this training for ?

For whom ?

Business manager, financial director, business manager, project management manager, management control, IT department, IT manager, consultant, auditor, IT specialist.

Prerequisites

Training objectives

Identify the different components of a digital business Raise awareness among decision-makers of the importance of digital in the business Define digital opportunities for the business Integrate digital opportunities into innovation processes Understand and apply the models of digital business management

Training program

• The digital economy: demonstration by the figures
  • The evolution of our economies over time.
  • A reality that is often ignored.
  • How is value created?
  • Why are developing countries already creating more value than developed countries?
  • Traditional businesses being challenged at a pace never seen before.
  • Examples of successful countries : China, Korea, Singapore, Estonia... everything except the result of chance.
  • Why are our countries down?
  • Place of the IT and telecommunications sector .
  • Why is value mainly visible in the IT and telecoms industry?.
  • Why have public and private organizations not yet been able to fully take advantage of digital opportunities?
• The fundamentals of business performance and competitiveness
  • Basics of today's business.
  • Difference between productivity, performance, competitiveness and innovation.
  • Analysis methods and tools that it must know.
  • The importance of the value chain by Michael Porter.
  • Business analysis models: BCG, McKinsey...
  • Cost strategy versus differentiation.
  • Structuring choices: productivity, customer intimacy or innovation.
  • How can management by budgets prove dangerous for the organization?.
  • What are the real good indicators of performance?
• The role of IT in the successful business
  • Examples of companies that have created a competitive advantage through their IT.
  • Level of computerization of companies according to Porter's value chain model.
  • Positioning integrated approaches, such as ERP, CRM, STP, etc.
  • How to quickly assess the positioning of your IT department within your company?
  • Corporate performance is directly correlated with IT governance.
  • How to assess your current level of governance
• The digital strategy
  • Method: strategic IS master plan or master plan for the company or digital administration.
  • Importance of awareness and involvement of general management, business lines and the IT department.
  • Imperative need to think and open up your IS to the entire ecosystem.
  • Approach of Alexander Osterwalder and Yves Pigneur, the 'business new generation model'.
  • Digital Business Process Reengineering type approaches.
  • Best methods such as BPM/BPR, Lean Six Sigma, Difotai, etc.
  • Best practices for urbanizing an IS.
  • Frameworks: Zachman, TAFIM, FEAF... why?
  • Assets of TOGAF, Archimate.
• The components of the digital business
  • The Cloud: a technical, managerial and strategic challenge.
  • IaaS, PaaS and SaaS solutions.
  • WOA: Mashups.
  • Big Data: a rich and complex environment at the same time.
  • Blogs, Wikis, Twitter: how to take advantage of social networks?
  • Moocs, Coocs , etc.
  • : the learning organization.
  • The "Applications Store": how to control them?
  • Web 2: business contributions for digital businesses.
  • HTML 5: possible response to the fragmentation of the Web.
  • Writing in the digital age...
  • Objects connected: why are they revolutionizing so much?
  • 3D printing.
  • Emerging technologies (AI, Robots, etc.).
• New digital uses
  • Change management: the notions of 'Digital Immigrants' and 'Digital Natives'.
  • Integrate the concepts of SOLOMO: Social, Local, Mobile.
  • ATAWADAC : Culture and Potential Solution.
  • BYOD: ownership of tools changes hands.
  • Do It Yourself.
  • Crowdsourcing.
• New digital business organization models
  • Why are traditional business boundaries being challenged?.
  • Why are digital models performing better and making traditional structures and approaches obsolete?.
  • The case of the bookseller or retailer: 'Click' version versus 'Mortar' version.
  • The case of Benetton: changing the sector's Business Model by optimizing processes.
  • The case of Benetton: changing the sector's Business Model by optimizing processes.
  • The case of Procter & Gamble: using collective intelligence ('Crowdsourcing').
  • Internet sales: profound change in the market.
  • The change in logic explained by Chris Anderson's 'Long Tail'.
  • What positioning for the DSI Should it still be called DSI?
• New digital business management models
  • Can a company without a manager exist? Yes, if we are to believe the unique example of Global Star.
  • Role of the manager: network manager or spider.
  • The 'dual' company: classic and agile at the same time.
  • The 'start-up' philosophy.
  • The biggest risk: homeostasis or resistance to change.
  • What role for the CIO will it still exist and, if so, in what form?