Technology: A Goal Zero Enabler
COURSE CODE: RG889
Technology is an enabler but people, culture and experiences across the value chain are Foundational.
Diversification, compliance, risk mitigation, and growth are all enabled by the integration of industrial, automation, mobile, technologies, and tacit knowledge!
3 day Workshop, In Person
Date: 15-17 February, 2023
Register before 13 January, 2023
Location: Full Address
St. Paul, MN
Contact us below for group discounts of 4 or more people attending. Click here.
Commencement / Location
Start Date: 15-17 February, 2023
Register before 13 January, 2022
Location: St. Paul, MN
7.5 hours per day
Self-paced, In person learning
Current Goal zero, Net Zero, ESG, Scope 1,2,3 , Decarbonization and transformation projects all have high failure rates!
Diversification, compliance, risk mitigation, and growth are all enabled by the integration of Industrial, Automation, Mobile, Technologies, and tacit knowledge!
To go forward, organizations are implementing new initiatives for cybersecurity, workforce, and digital services. The shift to remote work fueled a need to examine and improve upon the strength of workforces and cybersecurity. And the need to innovate quickly has driven the creation of new partnerships — both interdepartmental and those that involve public-private collaboration.
While capital improvement plans typically look forward to the next decade, the pace of change and the challenge of planning for technologies are still emerging, technology strategic plan should be a framework that is flexible enough to adapt as needed. The opportunity to leverage industrial, digital and mobile technology goes beyond data and cybersecurity, these technologies and capabilities in alignment with staff experience and tacit knowledge is the foundation for action and also the core for all goal zero targets and management, it is the actor, player and referee!
Is this course for you?
This course is designed to help participants considered what would be achievable with the synergies that industrial, mobile, and digital technology solutions will enable. And, when it comes to safeguarding the organization's data in the new environment, remember that we are not alone, and that it must begin and continue to engage all workers.
The problem is that all too often we don’t have the data we need at all. Or we don’t have the data where we need it, when we need it. Or we don’t know how to interpret and display the data we have. Additionally, we are allowing the tacit knowledge to walk out the door along with valuable experience.
Because we often rely on technology to solve a problem. Instead, we fail to identify the appropriate business need, we neglect to focus on the change and diversification objectives, and we skip the fundamental planning steps at the foundation of the project. Moreover, this isn’t a new problem, and regulated industries are not alone.
Much like a building that starts with a strong foundation and then undergoes regular maintenance, diversification efforts require a similar approach, one that continues to monitor technology integration and processes for relevance and effectiveness.
What will set you apart
On completion of this course, you’ll gain:
Key management and leadership insights to support informed, fundamental planning steps at the foundation of the project.
A practical grounding in diversification efforts that requires a new approach, one that continues to monitor technology integration and processes for relevance and effectiveness.
An approach for the implementation of change and diversification objectives, with a focus on the fundamental planning steps at the foundation level of the project.
Salto Mortale – Closing the gaps - we have the necessary tools and levers to exponentially progress towards and achieve our strategies and goals. The technologies needed to drive the necessary significant reductions in global emissions already exist, and the policies that can drive their deployment are already proven.
A scenario of achieving carbon neutrality is now modeled to be possible. Technologies such as advanced batteries, electric vehicles, effective architecture, automation and hydrogen cells, have made these possible scenarios relatively affordable. Now integration of all technologies will be the most relevant step in diversification and growth.
Day 1 - 7 hrs
Leverage technology as the enabler, not the driver, for business diversification.
Align your business vision with advancements in the industry and supply chain.
Align diversification vision with all stakeholders. Vision must be seen as a daily compass rather than a statement posted on a website or office walls. Communicating and educating employees about finding and establishing their roles in achieving this vision creates a lasting difference.
Integrate leadership, culture and vision (the drivers) to work in conjunction with technology (the enabler) in order to accelerate diversification in the right direction and create sustainable business advantages.
Align organization culture with diversification roadmap. Culture change can be initiated by breaking large elements into small and easy-to-replicate behaviors and helping teams adopt them with diversification plans. The management team must start practicing a new culture in their actions rather than making them new policies.
Understand the difference between drivers and enablers of diversification.
Day 2 - 7 hrs
Environment, Social and Governance (ESG):
MedTech, EdTech, Mobitech, Digitech, Robotech, Inditech and FinTech.
Integrate technology as the back bone of operations enhanced with tacit knowledge and historical data for diversification, and resource optimization.
Develop a contextualized and measured approach in their digital journeys. Sure, digital can provide a competitive edge, but a misguided digital transformation framework can leave an organization reeling in worse shape than before.
Create robust digital roadmaps to enable automation, robotics and compliance reporting.
Review and combine existing solutions with new technologies to empower the organization and manage assets and data more efficiently than ever before, thus improving performance, reducing lifecycle costs and minimizing risk.
Day 3 - 7 hrs
Harnessing all technologies as an enabler, not an objective.
Leverage digital technologies and people to solve some of our most pressing agendas, including climate action and empowering social cohesion and inclusion.
Develop a transparent “Line of sight” from Feedstock, Generation, Transmission, Supply chain, Operations distribution - Decision quality / Transparency, waste mitigation.
Extend legacy business process automation beyond the confines of individual processes. By marrying AI tools with RPA, hyper automation enables automation for virtually any repetitive task executed by business users.
Enable automation with diversification. The Filed Service and Extraction Automation, The Value chain automation and PA, The Digital Technologies, The People Experience and Tacit Knowledge, The Access and Mobility, The QDAS.
Leverage and adopted lessons that governments, businesses, and decision-makers should utilize in order to build resilience and prepare for future challenges:
Build a holistic mitigation framework: Rather than focusing on specific risks, it’s helpful to identify the big-picture worst-case scenario and work back from there.
Build holistic systems that protect against adverse outcomes.
Diversify and consider the entire ecosystem: Examine third-party services and external assets, and analyze the broader ecosystem in which you operate.
Embrace diversity in resilience strategies: Not all strategies will work across the board. Complex problems will require nuanced efforts. Adaptability is key.
Connect resilience efforts with other goals: Many resilience efforts could benefit multiple aspects of society. For instance, efficient supply chains could strengthen communities and contribute to environmental goals.
Upon successful completion of this course, you will be able to:
Understand that while technology is accessible to everyone, digital leadership, unique vision and culture are not. When it comes to managing culture change and vision positioning in business transformation, it’s the leader’s job to ensure the entire organization is appropriately aligned to deliver the new corporate vision and adapting to the new processes. The executive bench must collaborate and execute with razor focus to upscale the agreed transformation model and unify it across all layers of the workforce, and most importantly, make it fit for the future.
Think of resilience as a journey, not a destination: Remaining agile and vigilant is vital when building out resilience programs, as these efforts are new and require reflection in order to improve.
The next few years will be riddled with complex challenges, and our best chance at mitigating these global risks is through increased collaboration and consistent reassessment.