Introduction

Question 1

What is the focus of the course?

Answer 1

• People in change
• Process of change
• provide the student with a toolbox of theories and practical perspectives which can be used to facilitate sustainable digital transformation

Question 2

What types of change exists?

Answer 2

• Developmental Change
• Transitional Change
• Transormational Change

Question 3

What is developmental change?

Answer 3

Improvements of the current state results in the new state

• people perspective: small impact, enhanced knowledge
• process perspective, traditional project management approaches suffice, as
  the significant work flow variables can be known in advance and managed against time and budget

Question 4

What is transitional change?

Answer 4

Design and implement a new state that solves an old state problem which is
knowable and definable at the beginning of the change process

• People perspective: more complex because people are being asked to journey to a new future. Along with needing new knowledge and skills, staff can also be required to change or develop new behaviors, making transitional changes more personally challenging.

Question 5

What is transformational change?

Answer 5

Market requirement force change in strategy. New state is unkown emerges from trial and error, dont predict the future control the path

e.g. agile

• requires fundamentally different change leadership mind-sets, approaches, and methodology
• From a people perspective, transformation calls for a
  shift of individual mind-set and collective culture.
• Transformational change, is moving
  in away from cultures of command
  and control toward co-creating, away from separation
  toward connection and integration, and away from
  company-centric toward customer-focused.

Question 6

Which type of change are companies going through today? That if not handled properly results in 60-70% fail of change effort.

Answer 6

Companies are going through a transformation, transformational change.

Question 7

How does Conscious change leadership start?

Answer 7

• a fundamental shift in how leaders perceive reality

Without this shift of awareness, leaders are constantly blindsided by the
unique human and change process dynamics of transformation

Question 8

All organizational change requires competent and simultaneous attention to three critical areas, which three?

Answer 8

• Content
  what in the organization needs to change, such as structure, systems, business processes, technology, products, or services
• People
  refers to the human dynamics of change, including individual mind-set and behavior as well as collective culture. Key elements include worldview, emotions, values, motivations, commitment and resistance, communications, engagement, politics, training, and readiness.

-Process
the way the content and people changes will be planned, designed, and implemented. The change process includes all the change-related actions and decisions from the moment of conceiving the need to change to the full realization of the intended business and cultural outcomes.

Question 9

How do you obtain the desired change outcome?

Answer 9

When people embrace content changes, emotionally own them, and maximize their utilization

Question 10

Which 2 approaches to transformation can leaders take?

Answer 10

Autopilot
Conscious

Question 11

what does it mean that a leader’s approach to transformation is on autopilot?

Answer 11

Leaders respond automatically and unconsciously to the dynamics of transformation based on their habits, existing worldview, and dominant leadership style.

Filtered by their current biases, beliefs, and assumptions, causing them to either not see or misinterpret vital content, people, and process dynamics.

Question 12

what does it mean that a leader’s approach to transformation is concious?

Answer 12

still have conditioned beliefs, but they relate to them differently.

mind-set is causative

They realize that their beliefs and assumptions determine how they see the world; which in turn determines how they think, feel, and behave; which influences their decisions, actions, and results

focus not just on the external world but also on the internal world of awareness and beliefs

Question 13

What 4 capabilities does a concious leader have?

Answer 13

Seeing system
- example, across organizational functions and marketplace dynamics; seeing causes and effects, connections across boundaries; seeing across space.

Seeing process
- Perceiving how events and circumstances influence each other across time; inputs and outputs; impacts over time; flow of events;
momentum

Seeing internal and external
- Perceiving the internal dynamics of external events, and how each is a
reflection of the other

Seeing consciously
- Witnessing objectively what is occurring; being mindful, present, and awake to what
is happening rather than operating unconsciously

Question 14

What is digitization?

Answer 14

the process of changing from analog to digital form

Question 15

What is digitalization

Answer 15

the use of digital technologies to change a business model and provide new revenue and value-producing opportunities

Question 16

Which 10 digitalization challenges exist?

Answer 16

Managing the important roles and market positions of technical platforms

MANAGING BIG DATA

COPING WITH USER-CENTRIC SYSTEMS

GO TO MAKE AND SCALABILITY

MANAGING DIGITALIZATION AND SERVICE TRANSFORMATION

SHAPING NEW CO-OPERATIVE BUSINESS MODELS

MANAGING THE NEW DIGITAL ENTREPRENEURS AND THEIR RAPID PROCESSES OF INTERMEDIATING

CREATING NEW BUSINESSES ACROSS INDUSTRY BOUNDARIES AND INDUSTRY LOGICS

RE-ORGANISATION OF DIGITALIZING CUSTOMERS

MANAGING THE POLITICAL AND INSTITUTIONAL CHALLENGES OF DIGITALIZATION

Question 17

What is the implications for Internal Organisational
Structures, Processes, and Resources?

Answer 17

Hierarchical autocratic top-down approaches -> more open collaborative environments, flatter hierarchies.

New skills - multidisciplinary

Creating structures that enable organisations to draw upon networks both within and beyond traditional organisational boundaries

Less focus on long-term planning

The change process itself: how to coordinate different
initiatives and how to engage the entire organisation