Principles of Enterprise Transformation
Date: June 16-17, 2014 | Tuition: $1,800 | Continuing Education Units (CEUs): 1.3
*This course has limited enrollment. Apply early to guarantee your spot.
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This course is based on the book, Beyond the Lean Revolution: Achieving Successful and Sustainable Enterprise Transformation. Organizations have to go beyond classical lean thinking to truly embracing the enterprise paradigm to achieve successful and sustainable transformation. While there are many books that highlight the reasons behind why organizations are unsuccessful at adopting lean principles and practices, few, if any, provide a cohesive framework for understanding, enabling, and achieving enterprise transformation. In the course we provide a set of enterprise principles and a transformation roadmap that serve as the foundation for the holistic analysis framework that captures the current state, envisions the future state, and determines actions needed for guiding transformation efforts.
The transformation roadmap which we will explore in detail encapsulates the three interdependent, interconnected cycles that every enterprise enacts along its transformation journey – the strategic cycle where the need to transform is understood, the planning cycle where the enterprise determines the actions it needs to take, and the execution cycle where the enterprise translates plans and ideas into action. The holistic analysis framework integrates discrete analyses of stakeholders, processes, performance measurement, maturity, resources, alignment, and enterprise wastes to identify gaps and opportunities for improvement. These gaps, in conjunction with the desired future state, are used to develop the enterprise transformation plan. We will walk through each element of the analyses and use rich cases drawn from actual organizations that we have worked with to illustrate key concepts.
Fundamentals: Core concepts, understandings and tools (40%)
Latest Developments: Recent advances and future trends (30%)
Industry Applications: Linking theory and real-world (30%)
Lecture: Delivery of material in a lecture format (60%)
Discussion or Groupwork: Participatory learning (40%)
Introductory: Appropriate for a general audience (50%)
Specialized: Assumes experience in practice area or field (50%)
After participating in this course, the attendees will be able to:
- Articulate the seven principles of enterprise transformation.
- Describe the enterprise transformation roadmap and discuss how it can be used to guide transformation efforts.
- Define the boundaries of their enterprise.
- Describe the seven lenses of current state analysis: stakeholder analysis, process analysis, performance measurement, enterprise alignment, costs and resources, enterprise maturity, and enterprise wastes.
- Apply the current state analysis approaches to identify improvement opportunities in their enterprise.
- Develop a future state vision for their enterprise.
- Identify transformation focus areas and develop a transformation plan.
Who Should Attend
This course has been developed for senior executives, including CEOs, CIOs, EVPs, senior strategists, and other executives with leadership responsibility for their organization.
Session 1--.5 hours
Opening Comments and Objectives, Roundtable Introductions
Session 2--1.5 hours
Seven Principles of Enterprise Transformation
Session 3--1.5 hours
Roadmap for Enterprise Transformation
Session 4--1.5 hours
Enterprise Stakeholder Analysis
Session 5--1.5 hours
Enterprise Performance Management and Assessment
Session 6--.5 hours
Opening Comments and Objectives, Recap of Day 1
Session 7--1.5 hours
Enterprise Process Analysis and Alignment
Session 8--1.5 hours
Enterprise Visioning and Leadership
Session 9-1.5 hours
Transformation Planning and Governance
Session 10--1.5 hours
Enterprise Architecting, Reflections, and Takeways
Course schedule and registration times
Class runs 8:30 am - 5:00 pm each day.
Registration is on Monday morning from 7:45 am - 8:00 am.
Special events include a reception for course participants and faculty on Monday night. Evening activities are included in tuition.
Former students who completed the Principles of Enterprise Transformation courses have had a very positive response to the course:
Participant from Siemens AG
"A straight forward way of bringing interesting analysis techniques through! Good job."
Participant from ULA
"I am not an easy grader but I stand behind my asssessment above. This was excellent! I look forward to working with you folks and the LAI team in the future."
Participant from BAE Systems
"...the interataction and information from participants was great …"
business development manager, shell brazil
"Excellent instructors, good supporting material, up to date examples, excellent infra-structure."
supply chain coordinator, metasa s/a - indÚstria metalÚrgica
"The experience was wonderful. The opportunity to interact with people of various nationalities and teachers with a spectacular level of knowledge undoubtedly allowed there was a significant increase in my knowledge and possibilities of acting as a promoter of change or an agent driver of possible transformations."
About The Lecturers
Professor Deborah J. Nightingale
Professor Deborah Nightingale has broad-based experience with academia, the private sector and the government. Professor Nightingale joined the MIT faculty in 1997 and holds a dual appointment in the Engineering Systems Division and the Department of Aeronautics and Astronautics. At MIT she serves as the Director of the Sociotechnical Systems Research Center (SSRC). Her research interests are centered on complex enterprise integration, enterprise architecting, and organizational transformation. Her current focus on health systems is exemplified by her role as PI on several research projects, including an enterprise systems analysis of the DoD system of care for Post-Traumatic Stress, several systems studies for the Veterans Administration, and multiple projects in the civilian sector. In addition, Professor Nightingale has led several executive transformation engagements in both industry and government.
Prior to joining MIT, Professor Nightingale headed up Strategic Planning and Global Business Development for AlliedSignal Engines. While at AlliedSignal she also held a number of executive leadership positions in operations, engineering, and program management, participating in enterprise-wide operations from concept development to customer support. Prior to joining AlliedSignal, she worked at Wright-Patterson AFB where she served as program manager for computer simulation modeling research, design, and development in support of advanced man-machine design concepts.
Professor Nightingale has a Ph.D. from The Ohio State University in Industrial and Systems Engineering. In addition, she holds M.S. and B.S. degrees in Computer and Information Science from The Ohio State University and University of Dayton, respectively. She is a member of the National Academy of Engineering, Past-President and Fellow of the Institute of Industrial Engineers, and co-Editor-in-Chief of the Journal of Enterprise Transformation. She is a co-author of the books Lean Enterprise Value: Insights from MIT’s Lean Aerospace Initiative and Beyond the Lean Revolution: Achieving Successful and Sustainable Enterprise Transformation. Professor Nightingale serves on a number of boards and national committees, where she interacts extensively with industry, government and academic leaders.
This course takes place on the MIT campus in Cambridge, Massachusetts. We can also offer this course for groups of employees at your location. Please contact the Short Programs office for further details.
Links & Resources
News / Articles:
Video / Audio:
- Service Systems Innovation for Treatment of Post Traumatic Stress Syndrome in the U.S. Military: An Enterprise Systems Approach
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