The distance between a working prototype of digital transformation culture and a system the business can depend on is where most budgets disappear. Boards are asking for measurable returns from this strand of digital and data-driven work, not demonstrations. Where this aspect of digital and data-driven work is measured, it improves; where it is only discussed, it drifts. They gain the ability to sequence improvements to digital transformation culture in an order their organisation can absorb. The course sets out a working method for this part of digital and data-driven work that participants can apply the week they return. Teams frequently over-invest in documenting the digital and data-driven work capability and under-invest in testing it. The programme suits teams tackling digital transformation culture together as readily as individuals attending alone. The programme uses small-group work so that each participant's treatment of this strand of digital and data-driven work is examined, not just described. Work concludes with a self-assessment of the digital and data-driven work capability that participants can repeat annually.
Expected Learning Outcomes
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Translate policy on digital transformation culture into procedures that hold up under day-to-day pressure.
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Design the integration points between digital transformation culture and the systems already in production.
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Assign clear ownership for each element of digital transformation culture across the functions involved.
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Set retention, lineage and deletion rules for the data flowing through digital transformation culture.
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Build a security and access model for digital transformation culture appropriate to the sensitivity of the data involved.
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Establish what evidence would demonstrate that digital transformation culture is under control.
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Document the decision record for digital transformation culture so successors understand why it is built this way.
Who Should Attend
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Product owners prioritising the roadmap for digital transformation culture.
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Vendor and contract managers overseeing suppliers involved in digital transformation culture.
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Solution architects designing how digital transformation culture fits the existing estate.
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Technical staff being prepared for supervisory responsibility over digital transformation culture.
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Operations staff who encounter the consequences of digital transformation culture directly.
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Chief information officers accountable for the investment in digital transformation culture.
Course Modules
Open any module to see its sessions and topics.
01
Digital transformation culture: business case, scope and the data it depends on
2 sessions · 8 points
Session 1The pilot that actually settles the argument about digital transformation culture
Test digital transformation culture against edge cases drawn from real historical records.
Assign responsibility for keeping documentation of digital transformation culture current.
Build the user briefing that explains what digital transformation culture does and does not decide.
Set the metrics that will show whether digital transformation culture is drifting from its intended behaviour.
Session 2The decisions in digital transformation culture that cannot be delegated
Review whether digital transformation culture is aligned with the objectives of the transformation programme.
Collect evidence on the present handling of digital transformation culture before proposing changes.
Record the reasoning behind each architectural choice in digital transformation culture.
Verify that digital transformation culture still performs when input volume doubles unexpectedly.
02
Digital transformation culture: architecture, integration and the existing estate
2 sessions · 8 points
Session 1Explaining digital transformation culture to people whose jobs it changes
Test the procedure for digital transformation culture against a realistic scenario.
Confirm that contractual obligations around digital transformation culture are understood.
Estimate the resource digital transformation culture requires to run as designed.
Agree who is on call for digital transformation culture outside working hours.
Session 2Choosing a supplier for digital transformation culture without being captured
Agree what will be standardised in digital transformation culture and what will not.
List the data sources digital transformation culture consumes and confirm each has a named owner.
Measure the current quality of the data feeding digital transformation culture before assuming it is usable.
Establish who is informed, consulted and accountable in digital transformation culture.
03
Digital transformation culture: vendor selection and avoiding lock-in
2 sessions · 8 points
Session 1Closing out digital transformation culture and capturing what was learned
Identify the skills the team lacks to operate digital transformation culture independently.
Design the pilot for digital transformation culture so that a negative result is still useful.
Distinguish symptoms from causes when digital transformation culture underperforms.
Write down the assumptions underpinning the approach to digital transformation culture.
Session 2The hard cases in digital transformation culture and how to reason about them
Define the service level digital transformation culture must meet and what happens when it is missed.
Confirm that reporting on digital transformation culture reaches the people who can act.
Define the exit route from the supplier supporting digital transformation culture.
Assess the regulatory obligations digital transformation culture triggers in each jurisdiction.
04
Digital transformation culture: security, privacy and regulatory obligation
2 sessions · 8 points
Session 1Making digital transformation culture secure without making it unusable
Prepare the response for the most likely failure in digital transformation culture.
Specify the fallback path when digital transformation culture is unavailable.
Define acceptance criteria for digital transformation culture in advance.
Build the competence framework that supports digital transformation culture.
Session 2The data question everyone skips at the start of digital transformation culture
Set out the decisions in digital transformation culture that require sign-off and by whom.
Identify every system digital transformation culture must read from or write to.
Estimate compute and licensing cost for digital transformation culture at expected and at peak load.
Map the handovers in digital transformation culture between functions and secure them.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
Workshop or Program Participation
Airport Transfers
Customized Badge
Expert Mentorship (Private Sessions)
Supervision & Secretarial Services
Accredited Certificate of Participation
Complete Training Kit
Coffee Break
Closing Ceremony
Gold Package
At least 3 people
USD1,850
5-night stay in a 5-star hotel
Workshop or Program Participation
Airport Transfers
Customized Badge
Expert Mentorship (Private Sessions)
Supervision & Secretarial Services
Accredited Certificate of Participation
Complete Training Kit
Coffee Break
Closing Ceremony
Complete your registration
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