Planning a Digital Transformation: What to Do First, and What to Decline
Seven proposals sit on one table at one factory. Each has a positive case, and only three people can specify any of them. You will see why a portfolio is limited by one person rather than by money, why two good programmes can be negative together, what an undated benefit hides, what waiting really buys, and why the best item on the list was never on it.
Published by Merchandising Academy · First lesson free to read
Course value
What will you be able to do?
Work outcome
You can say what a real-time feed would change about a decision you make today, price the instrumentation honestly, and refuse the dashboard that reports a number nobody acts on.
Who it is for
Factory and supplier teams.
What you will produce
You build a portfolio you can defend to an owner. You measure the constraint per person. You derive a sequence from benefit rate per constraint hour. You write a conditional case naming its precondition and owner. You build a staged commitment with the fact and date that release it. You build a candidate list from your own losses. And you keep a refusal register carrying what would reopen each no.
Learning format
6 lessons · 0 templates · workplace calculations and decisions.