Results: 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.
Course Begins
8:30 am on Day One and ends at 3:00 pm on Day Three.

Tuition
$3290 includes:

• Downloadable, electronic course materials
• Breakfasts, breaks, luncheons, and reception

Travel and hotel accommodations are not included.

Attendee Evaluation
Rated 4.8 on a 5-point scale.

Certification
Individuals who complete this course will receive a Certificate of Process Administration. Learn more about certificates.

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.

 

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.

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.