Gartner defines a Digital Twin of the Organization (DTO) as "a dynamic software model of any organization that relies on operational and contextual data to understand how an organization operationalizes its business model, connects with its current state, responds to changes, deploys resources, and delivers customer value."

Developed and delivered by Landmark Decisions, and co-hosted by CloseReach, this instructor-led, online workshop is offered to assist organizations better understand the critical success factors associated with designing content to support a DTO or Digital Twin of any business process. Through the use of real-world examples and an interactive “hands-on” case study, participants come away with “ready to apply” tips, techniques, and templates to either initiate or enhance process efficiency or improve operational/service/product costing initiatives in their own organizations.

NOTE: This two-day online workshop will be delivered over 4 consecutive half-day sessions

Key Learning Objectives

• Learn how to initiate, align, and sustain business process analysis and improved operational costing in your organization
• Develop “hands-on” experience in building meaningful resource management and operational planning and costing models
• Appreciate the value of planning in a collaborative environment to improve the long-term sustainability of the enterprise
• Understand the role of technology using an illustrative BPAC software solution, Collaborative Business Planning (CBP), for visualization, calculation and scenario playing purposes that create a Digital Twin of an Organization.

Who Should Attend and Why?

This workshop provides foundational training on developing high quality business process/cost management content. It will benefit:

• Strategic managers tasked with charting future organizational impacts
• Operational managers needing to better understand resource capacity requirements for doing more with less
• Financial and resource management personnel responsible for costing or budgeting

Course Outline

Key Opportunities for Improved Business Processes

• Common challenges in business process analysis and operational costing
• How resource management supports all business management perspective
• The value proposition for enhancing resource and cost management practice
• Aligning business process analysis with performance indicators and targets

Fundamentals of Business Process Analysis & Costing (BPAC)

• Understanding resource capacity and utilization
• Comparisons to other cost management methodologies
• Scenario-playing for improved organizational efficiency

The Eight Steps to Implementing BPAC for Designing a DTO

• Conduct a strategic assessment to determine operational improvement objectives
• Analyze current business resources and linkages to organization outputs
• Perform a process analysis to understand business flow relationships
• Construct the business model diagram to define data collection requirements
• Collect relevant operational and financial data to populate the DTO business model
• Build and validate the DTO business model using process modeling software
• Improve cost behavior understanding and identify optimization opportunities
• Optimize and plan for the future using “what-if” DTO simulation capabilities

The Role and Value of BPAC/DTO Technology

• How technology enhances organizational engagement
• The value proposition for implementing BPAC/DTO technology
• Applying BPAC/DTO concepts using Collaborative Business Planning (CBP)

Initiating, Aligning and Sustaining BPAC Models

• Identifying major hurdles to successfully implementing BPAC and DTO
• Considerations and benefits of deploying an BPAC/DTO pilot
• Integrating BPAC/DTO with other initiatives such as Lean and Performance Management

Instructor

Mike Haley, M.Sc., is President of Landmark Decisions Inc., a Canadian niche consulting firm providing worldwide “performance alignment” facilitation, training, and implementation services. Mike has over 25 years’ experience in developing and delivering professional training on strategic and operational planning and cost modeling techniques which help both private and public-sector organizations improve their business decision-making capacity.

Mike has worked with private-sector clients such as Air Canada, Bell Aliant, Crosby's Molasses, Kroger Foods, Maersk-Sealand, Pfizer, and Telekom Malaysia. Public sector clients have included Canada Council for the Arts, Health Canada, Nova Scotia Crown Lending Agency, Treasury Board Secretariat, Veterans Affairs, US Navy, and various departments in the New Zealand government.

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