Digital Transition, Driving Change

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 organizational 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 organizations.
• People and innovation.
• People and IT.
• No universal rule for change management.

“Classic” methods and tools

• From idea to method.
• Structured approaches.
• 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.
• Available tools.

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.
• Overcoming resistance.
• 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.