ITIL® 4 Leader: Digital and IT Strategy Certification

ITIL® 4 Leader: Digital and IT Strategy Certification

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 training
• 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