Leading Digital Transformation Training Course

Participants can diagnose current capability and identify the gaps requiring transformation action.

• Digital maturity baseline scored across customer, data, technology and culture
• Capability maps separate core operations, differentiators and commodity services
• Three Horizons distinguishes incremental, adjacent and transformational initiatives
• Benchmark claims tested against comparable service, cost and adoption data
• Heat maps expose capability gaps, dependencies and concentration risks
• Baseline findings converted into prioritised transformation design principles

Participants can define transformation opportunities from customer needs and service performance.

• Jobs-to-be-Done interviews identify functional, emotional and social progress
• Service blueprints map frontstage interactions, backstage work and failure points
• Journey metrics link effort, completion, wait time and abandonment
• Personas grounded in behavioural data rather than demographic assumptions
• Accessibility requirements assessed using WCAG 2.2 success criteria
• Omnichannel journeys designed for branch, web, mobile and contact-centre handoffs

Participants can define a measurable transformation strategy and target-state direction.

• North-star metric selected with counter-metrics to prevent harmful optimisation
• OKRs translate strategic intent into measurable quarterly outcomes
• Future-state narratives describe customer promise, operating model and technology role
• Scenario planning tests strategy under regulatory, demand and funding uncertainty
• Strategic themes bind initiatives into a clear investment story
• Target-state principles resolve trade-offs before solution design begins

Participants can create investment cases that connect change activity to measurable value.

• Benefits dependency networks connect change actions to measurable value
• Cost baselines separate run costs, change costs and avoided costs
• NPV, IRR and payback calculations compare investment options
• Sensitivity analysis tests adoption, delivery, cost and benefit assumptions
• Benefits owners accept measurement definitions, baselines and realisation dates
• Business cases expose disbenefits, opportunity costs and downside scenarios

Participants can prioritise transformation initiatives and sequence investment decisions.

• Weighted scoring models rank initiatives by value, feasibility and risk
• WSJF prioritisation compares cost of delay against job size
• Portfolio Kanban visualises discovery, delivery, blocked and completed investments
• Dependency mapping identifies shared platforms, scarce skills and sequencing constraints
• Funding tranches release investment against evidence and milestone criteria
• Stop, pivot and scale decisions use predefined portfolio thresholds

Participants can define data ownership, quality controls and governance requirements for transformation.

• Data product ownership assigns accountable stewards, consumers and quality measures
• Data mesh principles assessed against enterprise governance and interoperability needs
• Critical data elements receive definitions, lineage and quality rules
• Master data management resolves duplicate customer, supplier and asset records
• Metadata catalogues support discovery, access approval and impact analysis
• Privacy-by-design applies purpose limitation, minimisation and retention controls

Participants can connect business capabilities with target architecture and transition decisions.

• Business capability maps anchor target architecture decisions and investment sequencing
• TOGAF Architecture Development Method structures baseline, target and transition architectures
• Domain-driven design defines bounded contexts, aggregates and integration boundaries
• API-first patterns reduce point-to-point integration and duplicated business logic
• Architecture decision records document options, consequences and approved standards
• Technical debt registers quantify remediation priorities and delivery constraints

Participants can evaluate cloud and platform choices against service, cost and control requirements.

• Cloud operating models allocate product, platform and security responsibilities
• Six Rs migration assessment selects retain, retire, rehost or refactor paths
• FinOps unit economics allocate cloud spend to products and services
• Container platforms assessed for portability, skills, reliability and support requirements
• Vendor exit plans address data portability, contracts and transition costs
• Platform roadmaps sequence shared capabilities before dependent product releases

Participants can embed security, risk and resilience requirements within transformation decisions.

• NIST Cybersecurity Framework 2.0 profiles align target controls with transformation risks
• Threat modelling uses STRIDE to identify abuse cases and mitigations
• Zero Trust architecture verifies identities, devices, context and access requests
• Security-by-design embeds control requirements within product discovery and delivery
• Operational resilience scenarios test outages, cyber incidents and third-party failures
• Risk appetite statements define acceptable exposure and escalation thresholds

Participants can design operating models that support transformed services and accountable delivery.

• Target operating model covers processes, people, governance, technology and locations
• Operating model canvases assign accountabilities across customer journeys and products
• RACI matrices clarify decision ownership, consultation and escalation routes
• Shared-service design distinguishes standard services from locally differentiated work
• Span-of-control analysis tests managerial capacity after automation and restructuring
• Service integration models coordinate internal teams and external providers

Participants can organise transformation delivery around products, outcomes and evidence-based planning.

• Product operating models organise funding, teams and outcomes around value
• Dual-track Agile separates discovery activities from delivery commitments
• Scrum roles, events and artefacts applied to transformation product teams
• Kanban flow metrics reveal bottlenecks, work ageing and delivery predictability
• Minimum viable products test assumptions before large-scale implementation commitments
• Quarterly planning aligns product backlogs with strategic themes and dependencies

Participants can redesign processes while protecting controls, service quality and operational performance.

• Lean value-stream mapping exposes queues, rework, handoffs and non-value work
• Process mining reconstructs actual workflows from event logs and timestamps
• Standard work documents redesigned controls, exceptions and escalation paths
• Robotic process automation candidates screened for stability, volume and rules
• Control rationalisation removes duplicate approvals without weakening assurance
• Service design measures resolution, first-contact completion and avoidable demand

Participants can plan adoption activity using structured change assessment and stakeholder engagement.

• Stakeholder maps identify influence, impact, readiness and resistance patterns
• ADKAR assessments diagnose awareness, desire, knowledge, ability and reinforcement gaps
• Change impact assessments specify role, process, system and policy changes
• Communication plans match messages, channels, senders and feedback mechanisms
• Training needs analyses define proficiency, practice and performance support requirements
• Change networks recruit credible local advocates and feedback conduits

Participants can identify workforce changes and leadership practices required for transformation.

• Digital skills taxonomy maps current capability against target role requirements
• Workforce segmentation identifies reskill, redeploy, recruit and retire decisions
• Skills-based workforce planning estimates demand, supply and transition timing
• Communities of practice spread standards, reusable patterns and peer learning
• Leadership routines reinforce experimentation, evidence use and accountability
• Psychological safety indicators surface barriers to escalation and learning

Participants can establish governance arrangements that support timely decisions and delivery assurance.

• Transformation governance defines forums, mandates, membership and decision cadences
• COBIT 2019 objectives connect governance practices with enterprise goals
• Stage-gate reviews test evidence before advancing investment commitments
• RAID logs track risks, assumptions, issues and dependencies
• Management information packs combine delivery, benefits, risk and adoption measures
• Escalation protocols distinguish tolerances, decision deadlines and accountable owners

Participants can select and govern external partners using outcome-focused commercial arrangements.

• Make-buy-partner analysis tests strategic control, capability and economic trade-offs
• Outcome-based specifications state measurable services, constraints and acceptance criteria
• Supplier due diligence assesses financial viability, security and delivery capacity
• Contract clauses address data ownership, audit rights and service credits
• Service level agreements pair availability metrics with customer outcome measures
• Supplier governance reviews performance, risks, improvement commitments and exit readiness

Participants can measure transformation progress, benefits and unintended consequences using decision-ready evidence.

• Balanced scorecards link financial, customer, process and capability performance
• Benefits realisation dashboards compare actual outcomes with approved baselines
• Leading indicators reveal adoption, cycle time and quality shifts early
• Control charts distinguish normal variation from material performance deterioration
• Experiment design uses hypotheses, cohorts, guardrails and decision rules
• Post-implementation reviews capture outcomes, lessons and unresolved technical debt

Participants can construct a sequenced roadmap and communicate transformation choices to executives.

• Transformation roadmaps sequence outcomes, capabilities, releases and enabling dependencies
• Critical path analysis identifies schedule drivers and float within major workstreams
• Increment plans connect quarterly releases to benefits and readiness milestones
• Resource plans balance scarce specialists across product, platform and change work
• Risk-adjusted scenarios show minimum, expected and delayed delivery trajectories
• Executive narratives explain choices, trade-offs, evidence and requested decisions

Participants can build, peer-review and present a board-ready digital transformation strategy, business case and delivery roadmap.

• Capstone brief confirms transformation mandate, scope, stakeholders and measurable objectives
• Integrated diagnosis combines maturity, journey, capability, data and risk findings
• Target operating model links products, processes, architecture and accountabilities
• Prioritised portfolio applies weighted scoring, WSJF and dependency sequencing
• Business case quantifies costs, benefits, disbenefits, sensitivities and ownership
• Roadmap presentation defends governance, change, metrics and investment decisions