Digital Leadership Skills Training Course

Participants can assess current digital capability and set a focused transformation direction.

• Digital maturity assessment across strategy, people, process, data and technology
• Gap analysis separating urgent constraints from longer-term capability investments
• PESTLE analysis for external forces affecting digital service priorities
• Customer expectations translated into strategic digital design principles
• Target-state vision expressed through measurable business and service outcomes
• Strategic themes converted into a small set of transformation objectives

Participants can use journey maps to identify service friction and improvement priorities.

• Journey mapping from trigger through completion, support and follow-up
• Personas grounded in observed needs, constraints, behaviours and service expectations
• Moments that matter identified through pain points and emotional effort
• Service blueprints connecting frontstage interactions, processes, systems and suppliers
• Root-cause analysis using five whys for recurring service failures
• Prioritising journey improvements by user value, risk and implementation effort

Participants can frame data-led decisions and apply essential governance controls.

• Data lifecycle management from collection through retention, archival and disposal
• Data quality dimensions: accuracy, completeness, timeliness, consistency and uniqueness
• Data owners, stewards and custodians assigned through clear accountability
• Master data management for consistent customer, supplier and product records
• Decision dashboards distinguished from operational reports and exploratory analysis
• Privacy-by-design principles applied to data collection and service redesign

Participants can evaluate major digital technologies against business needs, constraints and risks.

• Cloud service models: IaaS, PaaS and SaaS decision criteria
• APIs and integration patterns for connecting services and reducing rekeying
• Robotic process automation suited to stable, rules-based repetitive tasks
• Artificial intelligence use cases: prediction, classification, generation and optimisation
• Internet of Things applications for asset monitoring and field operations
• Technology selection assessed through value, feasibility, security and vendor fit

Participants can organise digital work around products, user needs and iterative delivery.

• Product operating model connecting outcomes, products, teams and funding
• Product vision statements anchored in users, problems and measurable benefits
• User stories written with acceptance criteria and operational constraints
• Backlog prioritisation using MoSCoW and weighted shortest job first
• Scrum roles, ceremonies and artefacts explained for business sponsors
• Minimum viable product decisions balancing learning, usability and control requirements

Participants can establish proportionate oversight for digital delivery, security and compliance risks.

• Decision rights defined using RACI for sponsorship, delivery and operational ownership
• Three lines model applied to technology, data and cyber risk
• NIST Cybersecurity Framework functions: Identify, Protect, Detect, Respond, Recover
• Threat modelling considers assets, actors, attack paths and business impact
• Third-party risk reviews cover access, resilience, data handling and exit
• Governance forums use tolerances, stage gates, escalations and decision logs

Participants can build and prioritise a transformation portfolio with transparent investment logic.

• Benefits maps connect initiatives, capabilities, outcomes and strategic objectives
• Value-versus-feasibility matrix ranks initiatives under resource and dependency constraints
• Business cases separate one-off costs, recurring costs and quantified benefits
• Total cost of ownership includes licences, integration, support and change
• Roadmaps sequence foundations, pilots, scaling decisions and legacy retirement
• Portfolio dependencies mapped across data, architecture, suppliers and workforce capacity

Participants can plan adoption activities that support sustained use of redesigned services and tools.

• Stakeholder analysis assesses influence, readiness, concerns and required involvement
• ADKAR model structures awareness, desire, knowledge, ability and reinforcement
• Change impact assessments identify altered roles, workflows, skills and controls
• Communication plans specify audience, message, channel, timing and feedback routes
• Digital skills matrices identify capability gaps by role and proficiency
• Adoption measures track active usage, process compliance, sentiment and support demand

Participants can define transformation measures and produce a practical 90-day leadership action plan.

• OKRs connect strategic intent, measurable results and accountable owners
• Leading indicators reveal adoption, delivery flow, data quality and service readiness
• Benefits realisation reviews compare expected outcomes with evidence and corrective actions
• Transformation dashboards combine customer, financial, operational, risk and people measures
• 90-day action plans define priorities, stakeholders, milestones and decision points
• Personal leadership commitments specify behaviours, conversations and follow-through routines