ACOMPANY

Digital tranformation PROCESS

The combination of the different kinds of expertise within ACOMPANY have led to a simple but successful approach to guide companies through their Digital Transformation. The combination of the 4 different steps, each with their specific focus, result in a well-founded approach, addressing both the rational and emotional aspects of a transformation.

scan

Understanding the challenges based on the CPS 6.1™ framework

Based on the Digital Transformation Scan we gain clarity on the challenges of your organization. The Scan is based on the learnings of 60 years of Research & Implementation of the CPS 6.1™ framework. The organization is approached holistically from 4 different angles:

Digital Innovation, Business Value, People and Organization.

Based on the challenges it is possible to determine the most important focus points for the organization.

The steps are:

1. Do the (free) Scan
2. Get your report with focus points
3. Determine action 

-Do the free scan-

THINK

Co-creating the Digital Transformation Roadmap

When the challenges and the focus points are clear it is important to gain relevant insights to do have impact.

These insights are gained within and outside the organization.

Within the organization it is all about mapping the current processes, the needs and expectations of the employees but as important is to understanding how teams function, the role of the management and the current structures and policies.

Outside of the organization the focus is on the relationship with customer and supplier and which specific expectations they have and how the engagement can be increased.

Based on all these insights, it is possible to come up with an overarching concept that bridges operational efficiency and the customer/supplier engagement. This concept addresses both the possible technology solutions and the necessary elements (roles, processes, tools,…) that are needed in the future organization.

When this vision is determent through the concept, business cases are developed for each individual project. When the ROI is clear, it is possible to come up with a specific Digital Transformation Roadmap for both the rational Technology solutions (STEER) and the emotional change aspects (LAND).

STEER

Managing the different Digital Projects

When it is clear which digital projects need to be developed and the scope of each project, it is crucial to compare different vendors. Specific market knowledge, a partner network and technology knowledge is needed to compare the different proposed solutions in a neutral way.

During the implementation, the different technology suppliers need to managed to make sure the strategic concept is maintained and the projects are delivered within time, budget and with the initial scope.

Technology suppliers need a single point of contact who can take care of the following activities: answering functional detail questions, validation of delivery, aligning stakeholders, budget follow up, planning and general follow up.

Within the organization it is necessary that the following activities are set up: reporting progress to the stakeholders, drafting and guarding the planning, guarding the concept and scope, delivering copy, organizing acceptance tests, preparing roll-out and managing change requests.

Our Digital Transformation Managers are the ones who make the difference because they have both Project Manager and Product Owner competencies combined with practical experience in Digital Transformations.

LAND

 Change coaching

Digital Transformation means change that needs to be managed. Typical for change is that there is tension between the current and the future state. Part of the THINK fase is determining the concept of the ‘future organization’ and a coaching backlog to make clear what needs to happen to make the change successful.

The maximum return on Digital Transformation is only achieved when everyone is on board and the organization is ready for change!

The starting point is to evangelize the transformation within the organization in order for everyone to understand the necessity and the relevance.

Afterwards, there is focus on the guidance of the people through training and coaching on different levels: management, individual, teams and stakeholders.

During this phase the resistance is managed and the progression is followed up to make sure the change will stick.

 

 

 

TABLET

 

 

 

Digital tranformation PROCESS

The combination of the different kinds of expertise within ACOMPANY have led to a simple but successful approach to guide companies through their Digital Transformation. The combination of the 4 different steps, each with their specific focus, result in a well-founded approach, addressing both the rational and emotional aspects of a transformation.

scan

Understanding the challenges based on the CPS 6.1™ framework

Based on the Digital Transformation Scan we gain clarity on the challenges of your organization. The Scan is based on the learnings of 60 years of Research & Implementation of the CPS 6.1™ framework. The organization is approached holistically from 4 different angles: Digital Innovation, Business Value, People and Organization. Based on the challenges it is possible to determine the most important focus points for the organization. The steps are: 1. Do the (free) Scan 2. Get your report with focus points 3. Determine action

-Do the free scan-

THINK

Co-creating the Digital Transformation Roadmap

When the challenges and the focus points are clear it is important to gain relevant insights to do have impact.

These insights are gained within and outside the organization.

Within the organization it is all about mapping the current processes, the needs and expectations of the employees but as important is to understanding how teams function, the role of the management and the current structures and policies.

Outside of the organization the focus is on the relationship with customer and supplier and which specific expectations they have and how the engagement can be increased.

Based on all these insights, it is possible to come up with an overarching concept that bridges operational efficiency and the customer/supplier engagement. This concept addresses both the possible technology solutions and the necessary elements (roles, processes, tools,…) that are needed in the future organization.

When this vision is determent through the concept, business cases are developed for each individual project. When the ROI is clear, it is possible to come up with a specific Digital Transformation Roadmap for both the rational Technology solutions (STEER) and the emotional change aspects (LAND).

STEER

Managing the different Digital Projects

When it is clear which digital projects need to be developed and the scope of each project, it is crucial to compare different vendors. Specific market knowledge, a partner network and technology knowledge is needed to compare the different proposed solutions in a neutral way.

During the implementation, the different technology suppliers need to managed to make sure the strategic concept is maintained and the projects are delivered within time, budget and with the initial scope.

Technology suppliers need a single point of contact who can take care of the following activities: answering functional detail questions, validation of delivery, aligning stakeholders, budget follow up, planning and general follow up.

Within the organization it is necessary that the following activities are set up: reporting progress to the stakeholders, drafting and guarding the planning, guarding the concept and scope, delivering copy, organizing acceptance tests, preparing roll-out and managing change requests.

Our Digital Transformation Managers are the ones who make the difference because they have both Project Manager and Product Owner competencies combined with practical experience in Digital Transformations.

LAND

 Change coaching

Digital Transformation means change that needs to be managed. Typical for change is that there is tension between the current and the future state. Part of the THINK fase is determining the concept of the ‘future organization’ and a coaching backlog to make clear what needs to happen to make the change successful.

The maximum return on Digital Transformation is only achieved when everyone is on board and the organization is ready for change!

The starting point is to evangelize the transformation within the organization in order for everyone to understand the necessity and the relevance.

Afterwards, there is focus on the guidance of the people through training and coaching on different levels: management, individual, teams and stakeholders.

During this phase the resistance is managed and the progression is followed up to make sure the change will stick.

 

 

 

MOBILE

 

 

 

Digital tranformation PROCESS

The combination of the different kinds of expertise within ACOMPANY have led to a simple but successful approach to guide companies through their Digital Transformation. The combination of the 4 different steps, each with their specific focus, result in a well-founded approach, addressing both the rational and emotional aspects of a transformation.

scan

Understanding the challenges based on the CPS 6.1™ framework

Based on the Digital Transformation Scan we gain clarity on the challenges of your organization. The Scan is based on the learnings of 60 years of Research & Implementation of the CPS 6.1™ framework. The organization is approached holistically from 4 different angles:

Digital Innovation, Business Value, People and Organization.

Based on the challenges it is possible to determine the most important focus points for the organization.

The steps are:

1. Do the (free) Scan
2. Get your report with focus points
3. Determine action

-Do the free scan-

THINK

Co-creating the Digital Transformation Roadmap

When the challenges and the focus points are clear it is important to gain relevant insights to do have impact.

These insights are gained within and outside the organization.

Within the organization it is all about mapping the current processes, the needs and expectations of the employees but as important is to understanding how teams function, the role of the management and the current structures and policies.

Outside of the organization the focus is on the relationship with customer and supplier and which specific expectations they have and how the engagement can be increased.

Based on all these insights, it is possible to come up with an overarching concept that bridges operational efficiency and the customer/supplier engagement. This concept addresses both the possible technology solutions and the necessary elements (roles, processes, tools,…) that are needed in the future organization.

When this vision is determent through the concept, business cases are developed for each individual project. When the ROI is clear, it is possible to come up with a specific Digital Transformation Roadmap for both the rational Technology solutions (STEER) and the emotional change aspects (LAND).

STEER

Managing the different Digital Projects

When it is clear which digital projects need to be developed and the scope of each project, it is crucial to compare different vendors. Specific market knowledge, a partner network and technology knowledge is needed to compare the different proposed solutions in a neutral way.

During the implementation, the different technology suppliers need to managed to make sure the strategic concept is maintained and the projects are delivered within time, budget and with the initial scope.

Technology suppliers need a single point of contact who can take care of the following activities: answering functional detail questions, validation of delivery, aligning stakeholders, budget follow up, planning and general follow up.

Within the organization it is necessary that the following activities are set up: reporting progress to the stakeholders, drafting and guarding the planning, guarding the concept and scope, delivering copy, organizing acceptance tests, preparing roll-out and managing change requests.

Our Digital Transformation Managers are the ones who make the difference because they have both Project Manager and Product Owner competencies combined with practical experience in Digital Transformations.

LAND

 Change coaching

Digital Transformation means change that needs to be managed. Typical for change is that there is tension between the current and the future state. Part of the THINK fase is determining the concept of the ‘future organization’ and a coaching backlog to make clear what needs to happen to make the change successful.

The maximum return on Digital Transformation is only achieved when everyone is on board and the organization is ready for change!

The starting point is to evangelize the transformation within the organization in order for everyone to understand the necessity and the relevance.

Afterwards, there is focus on the guidance of the people through training and coaching on different levels: management, individual, teams and stakeholders.

During this phase the resistance is managed and the progression is followed up to make sure the change will stick.

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