Course : Digital transition, managing change
Seminar - 2d
- 14h00 - Ref. CHN
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 | Defining the digital enterprise |
| Discover the new organizational models of the digital enterprise |
| Defining change management |
| Establish a framework to support an organization's transition to the digital enterprise |
Intended audience
Project managers, project management assistants, project owner assistants, PMOs, HR managers, IT managers, business line managers, company directors.
Prerequisites
No special knowledge required.
Course schedule
1 The digital revolution
- Digital economy: creative destruction.
- A new era of human-machine convergence.
- The emergence of a new bimodal computing world.
- Abandon automation to machines.
- Applying Big Data for big answers.
- People are at the heart of the digital revolution
Group discussion
Reflections on the key issues of the digital revolution.
2 New organizational models for the digital enterprise
- Definition of the digital company.
- Why are traditional corporate boundaries being called into question?
- Why are digital models so much superior and render conventional structures obsolete?
- How do new digital models make conventional 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 company.
Group discussion
Reflecting on how new digital models are rendering conventional approaches and structures obsolete.
3 Revolutionizing the IT department?
- How should the IT department position itself in the digital enterprise?
- Should CIOs still be called CIOs?
- The bimodal ISD.
- The role of the HR department in corporate transformation.
- The new responsibilities of the business divisions.
- The new digital professions.
Group discussion
Collective reflection on the emergence of new digital professions.
4 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.
Storyboarding workshops
Analysis of a company's key change management needs.
5 Supporting technical change
- Is change natural?
- The brakes on change: homeostasis.
- Theories of innovation.
- Innovation, a real challenge for organizations.
- People and innovation.
- Man and computers.
- There are no universal rules for change management.
Case study
Feedback on projects experienced by participants, analysis of the main obstacles.
6 Methods and tools "classic"
- From idea to method.
- Structured approaches.
- Change management methods: Moutot and Autissier.
- Change management methods: IBM, [[Blue method]".
- Change management methods: psychosociological approaches.
- Change management methods: right brain versus left brain.
- Available tools.
Case study
Discover the stages, tools, breadth and depth of a project, the socio-dynamic map, the failure of the patient medical record, the LITCHI project at EDF.
7 Towards change management "Agile"
- The limits of conventional methodologies.
- Failure factors.
- The unsuitability of the Taylor model.
- The company and digital innovation.
- The challenge of cultural change.
Case study
Application of classical methods to a digital project chosen from among those proposed by the participants: agreements and incompatibilities.
8 A change management proposal
- How do you manage permanent change?
- How can you assess your current level of maturity?
- How do you raise awareness among senior management, business managers, IT managers and users?
- Should a dedicated change management unit be set up? How does it fit into the company's structure?
- Shifts in authority between different departments.
- Overcoming resistance.
- Co-constructing change: support discourses.
- Co-constructing change: building trust.
- Co-constructing change: transparency and managerial courage.
- Application of the method and tools to a case study.
- Set up the change dashboard.
Case study
Presentation of new tools: flash diagnosis, online surveys, dynamic action plan. Building a communication plan, group workshop facilitation principles. Example: change management for the deployment of a new mobile application.
Customer reviews
4,3 / 5
Customer reviews are based on end-of-course evaluations. The score is calculated from all evaluations within the past year. Only reviews with a textual comment are displayed.
DELPHINE B.
25/11/25
5 / 5
plus points: Very interesting, substance beyond expectations, because very divergent (rare to get such up-to-date feedback with so much hindsight): enabled me to refine my career plan and adapt or reformulate the next stage of my career minus points: Accessibility of the training materials (form) but that's subjective and not the most important thing.
VILA NOELIA G.
25/11/25
5 / 5
commitment
ANTHONY C.
25/11/25
4 / 5
As the moderator rightly points out, this is a seminar, not a change management course.
Publication date : 01/11/2024
PARTICIPANTS
Project managers, project management assistants, project owner assistants, PMOs, HR managers, IT managers, business line managers, company directors.
PREREQUISITES
No special knowledge required.
TRAINER QUALIFICATIONS
The experts leading the training are specialists in the covered subjects. They have been approved by our instructional teams for both their professional knowledge and their teaching ability, for each course they teach. They have at least five to ten years of experience in their field and hold (or have held) decision-making positions in companies.
ASSESSMENT TERMS
The trainer evaluates each participant’s academic progress throughout the training using multiple choice, scenarios, hands-on work and more.
Participants also complete a placement test before and after the course to measure the skills they’ve developed.
TERMS AND DEADLINES
Registration must be completed 24 hours before the start of the training.
ACCESSIBILITY FOR PEOPLE WITH DISABILITIES
Do you need special accessibility accommodations? Contact Mrs. Fosse, Disability Manager, at psh-accueil@orsys.fr to review your request and its feasibility.
Project managers, project management assistants, project owner assistants, PMOs, HR managers, IT managers, business line managers, company directors.
PREREQUISITES
No special knowledge required.
TRAINER QUALIFICATIONS
The experts leading the training are specialists in the covered subjects. They have been approved by our instructional teams for both their professional knowledge and their teaching ability, for each course they teach. They have at least five to ten years of experience in their field and hold (or have held) decision-making positions in companies.
ASSESSMENT TERMS
The trainer evaluates each participant’s academic progress throughout the training using multiple choice, scenarios, hands-on work and more.
Participants also complete a placement test before and after the course to measure the skills they’ve developed.
TEACHING AIDS AND TECHNICAL RESOURCES
• The main teaching aids and instructional methods used in the training are audiovisual aids, documentation and course material, hands-on application exercises and corrected exercises for practical training courses, case studies and coverage of real cases for training seminars.
• At the end of each course or seminar, ORSYS provides participants with a course evaluation questionnaire that is analysed by our instructional teams.
• A check-in sheet for each half-day of attendance is provided at the end of the training, along with a course completion certificate if the trainee attended the entire session.
• The main teaching aids and instructional methods used in the training are audiovisual aids, documentation and course material, hands-on application exercises and corrected exercises for practical training courses, case studies and coverage of real cases for training seminars.
• At the end of each course or seminar, ORSYS provides participants with a course evaluation questionnaire that is analysed by our instructional teams.
• A check-in sheet for each half-day of attendance is provided at the end of the training, along with a course completion certificate if the trainee attended the entire session.
TERMS AND DEADLINES
Registration must be completed 24 hours before the start of the training.
ACCESSIBILITY FOR PEOPLE WITH DISABILITIES
Do you need special accessibility accommodations? Contact Mrs. Fosse, Disability Manager, at psh-accueil@orsys.fr to review your request and its feasibility.
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