Module 1: Introduction to ITIL®4: Digital and IT Strategy (DITS)

 

•         About ITIL®4: DITS
•         IT Service Management in the Modern World
•         Continual Improvement Model
•         ITIL Practices that Interact with ITIL®4: DITS
•         Digital and IT Strategy Context
•         Governance and Management Shift from Traditional to Digital Organisations
•         Accelerated Innovation Has Brought Greater Urgency to Business Change
•       Traditional Vs Continual Innovation Cycle
•        What Happens When Innovation Accelerates?

 

 

Module 2: What is Digital and IT Strategy?

 

•         Digital, Information, Operational, and Communications Technology
•         Information Technology (IT)
•         Operational Technology (OT)
•         Communication Technology (CT)
•         Digital Organisation
•         Digitisation
•         Digital Transformation
•         Products and Services
•         Wardley’s Strategy Cycle
•         Situational Awareness Vs Action
•         Tiers of Strategy
•         Traditional Perspective of Business, Digital, and IT Strategy
•         Business Strategy
•         Digital Strategy
•         Revised Perspective of Business, Digital, and IT Strategy
•         IT Strategy
•         Business Models
•         Role of Business Models
•         Business Models and Strategy
•         Business Model Canvas
•         Adapted Company Design Template
•         Operating Models
•         Operating Model Canvas
•         Strategy and the Service Value System
•         Opportunity and Demand
•         Opportunity
•         Demand
•         Value
•         Governance
•         Guiding Principles
•         ITIL® 7 Guiding Principles
•         Continual Improvement
•         Practices

 

 

Module 3: Strategy Journey

 

•        What is Strategy Journey?

Module 4: Introduction to Vision

 

•         What is the Vision?
•         Digital Disruption
•         Three Levels of Digital Disruption
•         Ecosystem Disruption
•         Industry Disruption
•         Market Disruption
•         Organisational Disruption
•         Being a Disruptor or Responding to Disruption
•         Deciding on a Balanced Strategic Focus
•         Customer/Market Relevance
•         Operational Excellence
•         Internal and External Focus
•         A Balanced Approach
•         ITIL®4 DITS Assignment 2*
•         Positioning Tools for Digital Transformation
•         Maturity Models
•         Four Types of Digital Mastery
•         Maturity Models
•         Limits of Maturity Models
•         Digital Positioning and Sense Making
•         Digital positioning Assessment Framework
•         Digital Positioning and Sense Making
•         Positioning Assessment Framework Focused on Business, Operational, Cultural and Experience Transformation
•         Positioning Assessment Framework Focused on Physical and Digital Presence, and Use of Emerging and Standard Technology
•         ITIL®4 DITS Assignment 1*
•         Creating a Vision
•         What is a Vision?
•         Confirming the Scope of the Vision
•         Defining the Vision
•         Environmental Analysis
•         Context of Strategy Applied to the Four Dimensions of Service Management and PESTLE
•         External Analysis
•         Tools for External Environment Analysis
•         Internal Analysis (The Four Dimensions of SM)
•         Interactions Between the Organisation and its Environment
•         Four Dimensions and Their Influence on Digital Strategy
•         Tools for Internal Environmental Analysis
•         Interactions Between the Organisation and its Environment
•         Using the Results of Environmental Analysis
•         Digital Readiness Assessment
•        Evaluating Current Organisational Capabilities
•         Gap Analysis
•         Output
•        Risks and Challenges of Digital Readiness Assessment 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Module 5: Strategy Planning

 

•         Strategy Cycles and Planning Horizons
•         Strategy Cycles
•         Strategy Structure and Content
•         Strategy Consists of Many Artefacts
•         Elements of a Strategy Document
•         Oversight and Controls
•         Financial Aspects of Digital and IT Strategy
•         Funding Projects, Products, and Services
•         Balancing the Cost of Innovation and Operation
•         Full Cost Recovery Model
•         Financial Policies
•         Operational Vs Capital Expenditure
•         Funding Mix
•         Planning for Growth
•         Tax-Based Strategies
•         Charging Models
•         Examples of Common Digital Charging Models
•         Using Business Models for Strategy Planning
•        Barrett Model
• Module 6: Strategic Approaches for Digital Organisations

 

 

 

•         Strategic Approaches for Digital Organisations
•         Key Focus Areas for Digital Organisations
•         Strategic Approaches for Customer/Market Relevance
•         Customer Journeys
•         Omnichannel Delivery and Support
•         Seamless User Journey with Omnichannel Management
•         Context-Sensitive Delivery and Support
•         Customer Analytics
•         Customer 360° Approach
•         Staying Relevant: Evaluating and Responding to Customer Feedback
•         Strategic Approaches for Operational Excellence
•         Continual Improvement as the Basis for Strategy
•         Automation
•         Description of the Three Levels of Automation
•         Service Optimisation
•         Technology Modernisation
•         Sourcing Strategies
•         Workforce Strategies
•         Employee 360 Approach

Module 7: Strategy Discussion and Approval

 

•         Portfolio Optimisation
•         An Organisation’s Portfolios Enable a Return on Investment
•         Business Cases, Portfolio, and Strategy
•         Business Cases for Strategy
•         Costs
•         Risks
•         Returns and Benefits
•         Opportunity Costs
•         Communicating the Business Case
•         Intended Audience
•         Timing
•       Format

 

 

 

 

 

 

 

 

 

 

 

 

Module 8: Take Action

 

•         How Strategies Are Implemented?
•         Kotter’s Eight-Step Process
•         Satir Change Model
•         Large-Scale Transformation
•         Mergers and Acquisitions
•         Individual Changes
•         ITIL®4 DITS Assignment 3*
•         Typical Activities of a Digital Transformation Programme
•         Scenario 1: Building Capabilities to Become a Digital Organisation
•         Scenario 2: Conducting a Single Digital Transformation Initiative

 

 

 

 

 

 

 

 

 

 

Module 9: Did We Get There?

 

•                     Key Facts About Measurement
•              Types of Metric
•              Lagging and Leading Metrics
•              Outside-In and Inside-Out Metrics
•             Metrics and Indicators
•             Cascading and Linking Measurement
•            Objectives and Key Results
•            Measuring Strategy
•           Measuring the Progress
•           Measuring the Relevance
•           Instrumenting Strategy
•          Operational Reports and Dashboards
•          Analytical Reports
•          Operational Vs Analytical Reports
•          Strategy Review

Module 10: How do we Keep the Momentum Going?

 

•         Long Term Momentum – Ensuring Organisational Viability
•         VUCA
•         Digital Transformation
•         Service Economy
•         Ensuring the Viability of Digital Organisations
•         ITIL®4 DITS Assignment 4*
•         Key Behaviour Patterns and Organisational Characteristics
•         Short-Term Momentum: Parallel Operation
•         Parallel Operating Models (POMs)
•         Cannibalism
•         Erosion
•         Concurrence
•         Synergism
•         Ineffective Operating Models
•         Pace of Transition from the Old Model to a Digital Model
•         Role of Continual Improvement in Parallel Operating Models

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Module 11: Digital Leadership

 

•         Digital Mind-Set
•         Relationship Management
•         Education and Learning
•         Self-Education
•         Evaluating Emerging Technology and Industry Trends
•         Agile Management Techniques
•         Defining and Using Strategic Metrics
•         Orchestrating Diverse Environments
•         Operationalising Strategy
•         Business and Technology Management Skills

Module 12: Managing Innovation and Emerging Technologies

 

•         Definition
•         Managing Innovation as a Strategic Capability
•         Managing Innovation as a mindset and Culture
•         Achieving a Balanced Approach to Innovation
•         Formal Approach to Innovation Management
•         Organising Innovation Management
•         Activities in Managing Innovation
•         Generating New Ideas
•         Filtering Ideas
•         Incubating Ideas
•         Evaluating Ideas
•         Selecting Ideas
•         Identify and Charter a Team to Build and Test the Innovation
•         Developing Prototypes
•         Design, Develop, and Testing
•         Building a Culture that Supports Innovation
•         Approaches to Innovation
•         Evaluating and Adopting Emerging Technology
•         Stages of Technology Adoption
•         Emerging Technology in Context

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Module 13: Managing Strategic Risk

 

•         Definitions
•         Risk Management in Digital Organisations
•         Organising Risk Management
•         Risk Identification
•         Risk Identification – DICE
•         Disruption Risks
•         Innovation Risks
•         Cybersecurity Risks
•         Engagement Risks
•         Qualitative Risk Analysis
•         Risk Matrix
•         Matrix Example for Qualitative Risk Analysis
•         Scenario-Based Analysis
•         Quantitative Risk Analysis
•         Risk Triggers
•         Risk Posture: Balancing Risk and Rewards of Digital Technology
•         Risk Attitude
•         Risk Treatment
•         Achieving a Risk-Informed Mind-set or Culture