SEEC’s innovative program, Strategies for Managing Disruptive Digital Change, has been completely restructured to be fully online this fall. Program facilitator Ron Babin is passionate about the need for such a program and the importance of businesses getting a handle on the threats and opportunities associated with digital disruption.
The research report Babin wrote in 2019 and recently updated in response to the pandemic – After the COVID-19 Recession: Are Canadian Organizations Ready for the Digital Future? – revealed a huge problem on the horizon for the Canadian business world. Leaders know they are lagging behind but are not sure what to do about it. The program was developed to address the new models and mindsets needed to compete in the technology driven global landscape.
COVID-19 has forced many businesses to adopt technologies overnight in order to provide basic products and services. On a local level, Babin has seen different levels of success. Curbside pickup service is now widespread but not always as efficient as possible. Globally, Uber famously leveraged digital technology to pluck market share away from traditional taxi services. But this model itself is now threatened by AI powered self-driving cars. AI is one of the technologies that forward-thinking business will explore as a way to disrupt markets.
“Participants should come with a particular issue in mind,” says Babin. “By the end of the program they will have developed digital strategy that provides a roadmap to disrupt their relevant industries and be ready to present a new way forward to senior leaders.”
Participants in Strategies for Managing Disruptive Digital Change can expect two to four hours of class time per week, spread out over six weeks, and balancing easily with their work schedule. Content includes reading lists, work sheets, pre-recorded lectures, and one-on-one coaching, as well as studying real life cases and relevant examples. Class discussions using Zoom give students the opportunity to interact with each other and share different perspectives. Babin notes that the entire program is approximately 30 hours, but students have the option to take deeper dives into whatever aspects of the course material most interests them.
Three things make this program unique from other digital disruption strategy courses: its focus is not only on technology itself but the development of a strategy that incorporates it; attention is given to each participant’s specific organizational challenge and the creation of roadmap for transformation and; it takes into account the disruptive threats of global competition and the Canadian business sphere with its unique national, regional and geographical differences.
Strategies for Managing Disruptive Digital Change (starting Sept. 28) will help managers and directors at all levels understand the ways businesses can harness advanced digital technologies to forge their own path to success.