Delivering on Digital
Successfully Implementing Digital Transformation Projects
IT – a digital technology – is a fundamental element of any transformation initiative, yet the success rate of IT-enabled investments in most organizations is poor.
This program aims to help participants set up and run digital transformation investments in a way to optimize the value delivered, unique content for the program, which includes a proven methodology, is based on leading research conducted over the last 20 years.
A core feature of this methodology is the identification of expected benefits and the construction of a detailed plan of how those benefits will be realized. This plan is then used to guide actions throughout the project implementation and to review progress, both during the project and following its completion. A central element of the approach, which is central to the successful delivery of benefits, is the involvement of key stakeholders in the development and execution of this benefits-realization plan. These stakeholders are the business leaders, managers, and users who will be responsible for not only changing how they work and implement new digitized processes but also how they make effective use of the new systems, technology, and data. Indeed, for many of the organizations that have adopted this approach, they have significantly improved the success rate of their digital investments as well as the relationship between their business and IT staff. The program also explores building business cases, portfolio management and deciding on the right PMO.
This course is designed for managers responsible for planning, justifying, and sponsoring IT-enabled change projects for their organization’s digital transformation journey. Also project and program managers and people working in PMOs will benefit from the program.
- Gaining a clear understanding of how organizations can maximize returns from their digital investments
- Learning tools and techniques that allow the realization of real benefits
- Applying these tools and techniques to actual projects
- Leading digital transformation initiatives and aligning an organization’s portfolio of investments in digital with business objectives
- Mapping organizational changes against expected benefits, investment objectives, and business drivers
- Analyzing stakeholders to understand their position, and building strategies to increase buy-in
- Identifying and overcoming obstacles that can prevent the realization of expected business benefits
- Defining metrics and assigning responsibilities
- Building robust and realistic business cases
- Designing projects and programs to accommodate different types of digital investments
- Setting achievable benefits that can be actively managed and deciding between agile and waterfall approaches to implementation
- Lessons from the field: success and failure factors
Meet the teaching staff
Prof. Joe Peppard (Program Director)
is visiting professor at ESMT Berlin and Principal Research Scientist, Center for Information Systems Research at MIT Sloan School of Management. Additionally, he is an adjunct professor at the University of South Australia. Previously, he held the Chair in Information Systems at Cranfield School of Management – where he was also Director of the Information Systems Research Centre and led the IT Directors Forum – and has held academic positions at Loughborough University, Trinity College, Dublin, Groningen University, Politecnico di Milano, and University of Sydney. In 2011 he was the Dean’s Distinguished Scholar at the University of Southern Queensland.
With his reference discipline in information systems, Joe researches, teaches and consults in the domains of IT leadership, digital strategy and innovation, the execution of digital transformation programs and in the role, structure and capabilities of the IT unit in contemporary organizations. In an industry powered by FUD (Fear, Uncertainty, Doubt) and where hype is all too commonplace, he seeks to help business and IT leaders make sense of it all and navigate an appropriate route through what is an increasingly complex landscape.
His research studies contemporary issues and challenges that mangers face in an environment of accelerating technological change. While academically rigorous, with his research he seeks to steer a pragmatic path. He recognizes that managers want frameworks and models to help them understand their own predicaments, insights to figure out options and consequences and clear actionable advice and guidance. While the majority of his academic colleagues write articles for promotion, tenure and academic prestige, Joe writes them to help the busy manager and executive to be successful. Findings from his studies have been published in leading journals such as European Journal of Information Systems, MIS Quarterly Executive, Journal of Information Technology, MIT Sloan Management Review, Harvard Business Review, International Journal of Information Management and Information Systems Journal. His most recent books include The Strategic Management of Information Systems: Building a Digital Strategy (Wiley) and Customer Relationship Management: Perspectives from the Marketplace (Butterworth-Heinemann). He is Associate Editor of the International Journal on IT/Business Alignment and Governance, an Editorial Board Member of European Management Journal, Journal of Strategic Information Systems and MIS Quarterly Executive.
In his consulting, Joe has worked closely with senior executives and Board members of large complex organizations in both public and private sectors advising them on IT and strategy related matters, leveraging information and on how to unlock business value from their IT investments. He also works with a number of technology companies helping them with their strategy, market positioning and growth. He mentors at a number of start-up accelerators in Berlin.