Course attendees will learn how to:
Assess organizational readiness for business transformation
Engage senior executives as sponsors and champions
Link process improvement to enterprise strategy and goals
Make the case for transformation and spread the word
Plan, organize, and manage transformation initiatives
Develop process councils and transformation steering groups
Foster expertise and culture supportive of transformation
Build transformation capabilities and centers of excellence
December 3-5, 2013
The Colonnade Hotel
Boston, MA - USA
REGISTER HOTEL INFO
Check-in and Continental Breakfast
begin at 7:30am on Day One.
8:30 am on Day One and ends at 3:00 pm on Day Three.
- Downloadable, electronic course materials
- Breakfasts, breaks, luncheons, and reception
Travel and hotel accommodations are not included.
Rated 4.8 on a 5-point scale.
Individuals who complete this course will receive a Certificate of Process Administration. Learn more
SYLLABUS: DAY ONE
The Challenge of the Process Transformation
The multi-dimensional impacts of large-scale organizational change ⋅ The five enablers of process as a foundation for change ⋅ Required maturity levels for effective process implementation ⋅ Case studies of company experiences with process transformation.
Is Your Organization Ready for Transformation?
Assessing enterprise capacity for the process transition ⋅ Evaluating the enterprise in terms of four key capabilities ⋅ Establishing needed capability levels ⋅ Recognizing and remedying gaps.
Developing Leadership for the Process Transformation
The nature of leadership required for the process transition ⋅ Case studies of effective and ineffective leaders ⋅ The role of the catalyst in developing leaders ⋅ How to approach and engage leaders as advocates, sponsors, and supporters ⋅ Taking on a leadership role.
Building Expertise and Shaping the Culture
Recruiting staff and building skills for transformation ⋅ Developing values favoring customers, teamwork, responsibility, and change ⋅ Building communities of practice among forward-leaning associates across the organization ⋅ Key intervention mechanisms ⋅ Common pitfalls to avoid ⋅ Creating, staffing, and leading a center of excellence.
SYLLABUS: DAY TWO
Governance for the Transition
Developing and using an Enterprise Process Model to target opportunities and scope end-to-end projects ⋅ The roles of the Process Council or enterprise steering group and the keys to their success ⋅ How to establish accountability through process ownership and a performance dashboard.
The Shape of the Transition
Navigation skills for the transformation journey ⋅ The dimensions of results, enablers, and scope ⋅ Critical factors for a successful transition ⋅ Accelerating enterprise maturity, one driver at a time ⋅ Questions of timing and the coordination of multiple initiatives ⋅ Transformation and IT ⋅ The importance of early benefit realization.
SYLLABUS: DAY THREE
Planning the Transition
The nature and structure of a transition plan ⋅ Balancing an inspiring vision for the long term with a realistic expectation for the short term ⋅ Developing and maintaining the plan. Achieving tipping points and institutionalization ⋅ Common errors and how to avoid them.
Building Enterprise Commitment
Extending process comprehension and engagement across the organization ⋅ Effective techniques for communication and mobilization ⋅ Maintaining commitment for the duration of the transition ⋅ Participants will create a Business Case for Change and plan how to use it to achieve their goals.
Succeeding at Business Transformation
Building momentum through small wins ⋅ Anticipating and overcoming the inevitable difficulties of the process ⋅ How to maintain focus, sustain energy and survive changes in leadership ⋅ Creating a compelling narrative on the inevitability of change.