If you're serious in Enterprise Digital Transformation, this deck will provide some insight into the scope of need to have a successful transition. http://oxygn.co http://www.slideshare.net/OxygnCo/digital-maturity-model-indicator - Three simple steps to sucessful transition

1. WE
ARE OXYGN
Enterprise Digital Transformation
Transformational change is
• Fundamentally changing
what we do, how we do it,
with and for whom we do it
• Making new assumptions
• Accepting a period of
discontinuity
• Working through a period
when there are no easy
answers
Transformational change
is NOT
• Making small changes
• Fixing problems
• Adding a new process
as a bolt-on
• Tweaking a process to
improve it slightly
What is Enterprise
Digital Transformation?

2. WE
ARE OXYGN
Enterprise Digital Transformation
Transformational change is not
undertaken in isolation.
The portfolio of initiatives that
are being undertaken across the
organisation at any one time is a
mixture of change objectives
and execution of business as
usual activities.
Market Forces
Strategic
Objectives
Internal
Capabilities
Transforma
-tional
Change
Portfolio
Operational
Requirements
Programme
Portfolio
Programme Programme Project Change
Activities
Project Change
Change
Activities
Project Change
Activities
Activities
Project
What is Enterprise
Digital
Transformation?

3. WE
ARE OXYGN
Enterprise Digital Transformation
What is driving digital
transformation?
This model identifies the digital strategy that an organisation should
pursue depending on competitive position and the maturity of the
products it offers and the market place into which they are sold.
Invest aggressively Review market potential and
address problems
Market
Strongly
Invest
selectively
Divest
Maintain
Phased Withdrawal
Divest

4. WE
Types of
ARE transformation
OXYGN
Enterprise Digital Transformation
• Invest selectively – research projects to
identify target acquisitions, target markets,
trend analysis to identify customer demand
for new products and services
• Market strongly – increasing marketing
effort through new product launches and
increasing the speed that new ideas are
brought to the market
• Divest – reshaping the organisation after
sale of poor performing Businesses
• Phased withdrawal – redundancy
programme
• Invest aggressively
– new product
launches, hiring new
sales and
business
development staff,
acquisitions
• Review market potential
and problems –reduction in
cost base through changes to
systems, outsourcing
transactional tasks, improving
flow of information across
organisation by removing
‘silos’, increasing value added
activities moving resources
from transactional to value
added tasks

5. WE
ARE OXYGN
Enterprise Digital Transformation
Enterprise Digital
Transformation Process
Effective Enterprise
Digital Transformation
Change Management
Maturity
Programme Management
Capability
Change Management
Framework
Project Management
Capability
Implementation of
project outputs
Required outputs i.e
New and changed
products and services
Delivery of project
outputs

6. WE
ARE OXYGN
Enterprise Digital Transformation
Change Management
maturity
The maturity of the organisation to manage change and successfully
deliver Enterprise Digital Transformation can be assessed using a
maturity model.
• The extent to which an approach
to managing change is embedded
within the organisation
• The perception that those
working in or with the organisation
have of the commitment to in
managing change
• The level of motivation that
exists for addressing change
management as a business issue
Skills and competencies in
the delivery of change
Processes and procedures
for managing change
Governance
Structure
Financial
Control
Risk
Management
Communicating the
Need for change
Resourcing the change
activities
Measuring the effectiveness of change initiatives

7. WE
ARE OXYGN
Enterprise Digital Transformation
Programme management
capability
Programme lifecycle
which establishes:
• Flow of information
to programme
team members,
project team
members, business
change managers
and the sponsor
• Decision points
including the limits
of authority that
each role has for
taking decisions
and the information
needed to support
each decision
Roles and
responsibilities
Which clearly
state the
expectations for:
• Programme
management
• Programme
delivery
• Programme
governance
Skills and knowledge:
• Training plans that
provide access to
courses in programme,
project, change and risk
management
• Career development
plans that encourage
individuals to apply for
programme, project,
change and risk
management
opportunities

8. WE
ARE OXYGN
Enterprise Digital Transformation
Change Management
Framework
Business change lifecycle:
• Assessing the change
• Planning the change
• Implementing the change
• Embedding the change
Organisation structure:
• Leading change
• Senior management
sponsorship
• Managing change
• Business change managers
• Doing change
• Change team members
/change agents

9. WE
Business change
ARE lifecycle
OXYGN
Enterprise Digital Transformation
• Impact of the
change is
understood from
different
perspectives
• Vision of the
change that
describes the
‘new world’ has
been developed
• Compelling
stories that
explain the
results of the
change have
been developed
for different
audiences
• Activities to
implement the
change are
identified,
resourced and
scheduled
• Activities to
communicate
with and
engage the
support of
stakeholders
are established
• Activities to make
the change
happen move from
planning into
action
• Change teams are
formed to
resource the
activities
• Individuals
experience the
change and move
through a range of
emotions as they
adapt to the
change
• As change is
accomplished,
achievements
are celebrated
• Those still
working
through the
changes are
given support
to help them
make the
transition to the
new ways of
working
Assessing the
change
Planning the
change
Implementing
the change
Embedding
the change

10. WE
ARE OXYGN
Enterprise Digital Transformation
Project management
capability
Project lifecycle tailored to managing projects within a programme:
• Clear explanation of what information is to be escalated to the
programme, and what decisions are to be taken at programme level
vs. project level
• Includes greater emphasis on liaison with change teams and activities
to support the business change lifecycle
Roles and responsibilities:
• Role of the project sponsor and how this aligns with the
responsibilities of the programme manager
• The amount of authority that a project management has over the
project vs. how much authority the programme manager has
Skills and knowledge:
• Courses and on the job training opportunities to build technical and
interpersonal project management skills

11. WE
Who is involved?
ARE OXYGN
Enterprise Digital Transformation
Strategic level change so must
be sponsored by senior
manager, preferably
at board level
Coordination of
the effort
and flows of
information
requires support in
the form of a PMO
– Programme
Management
Office or Project
Management
Offices
Changes to
business
environment must
be led by those
with current
operational
knowledge
and sufficient
authority to
change business
as usual so senior
business change
managers
needed, with
support from their
staff in change
agent roles
Sponsor
Programme Management Office
Programme Management Office
Programme
Manager
Project
Managers
Project
Teams
Business
Change
Manager
Change
Agents
Complex change with multiple work streams and interdependencies so requires an
experienced programme manager Multiple projects within each work stream requiring many
project managers and project teams

12. WE
ARE OXYGN
Enterprise Digital Transformation
Develop your capability
Change
Management
Practitioner
explains the
concept of change,
how people react
to change and the
different models
and techniques for
implementing
change.
Managing
Successful
Programmes
explains how to
manage a set of
related projects
that taken
together will
deliver
strategically
important
benefits.
Managing
Successful
Programmes
Change
Management
Practictioner
PRINCE2
APMP
PMP
PRINCE2 provides a flexible and adaptable approach to suit all projects.
It defines the processes, roles and documentation required to manage a
project. The APMP and PMP define the skills and techniques that project
managers should apply to control their project from initial requirements to
successful implementation.