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In February 2016 the five top companies with largest capital on the Fortune 500 list were Apple, Alphabet, Microsoft, Exxon Mobil and Facebook, which means that four out of the most valuable companies in the world are native digital, two of these born already in this century. Last year, unicorn companies continued to increase in an accelerated rhythm. And we saw impressive value growth in companies such as Dropbox, Uber, airbnb, or the Portuguese Farfetch and Uniplaces creating new markets, but also bringing enormous pressure to bear on traditional markets and thus on the incumbent leaders.
2016 is thus characterized by the awareness of the digital challenge at company level. Management lexicon acquired a new expression, “how to avoid a Kodak moment”, reminding us how a company with 130000 employees could go broke in five years, demolished by the digital camera, invented by one of its own employees.
The digital transformation was on the agenda and success cases began to appear. Consider the examples of GE which in two years became the leader of th Industrial Internet, or of the Britannica Encyclopedia, which, aware of the threat of the Wikipedia model, was able to innovate in its business to the extent that, when it discontinued the printed version of the encyclopedia, this only represented 1% of its sales volume.
The expression “digital transformation” appeared to refer to the ongoing evolution and transformation of organizations, taking advantage of the opportunities created by the profound social and technological changes, such as real-time information, mobility, social networks, cloud computing, big data. This evolution keeps its main focus on value creation, seeking to take advantage of innovation accelerators for the increase of its profitability and sustainability in the new digital economy.
However, the global maturity of organizations to deal with those digital phenomena is still globally reduced, and there is a need to ensure new competences which may permit the development and implementation of digital strategies which provide for the alignment of business and IT strategies, and which effectively address the change in leadership, of information assets, of operational models or of the developing of internal and external talent.
So, the objective of the program is to prepare and capacitate leaders and managers to lead or support concrete processes of digital transformation in their organizations.
The extended scope of the program allows the participants to acquire the indispensable tools for the management of digital transformation in their organizations, regardless of the sector they may work in. The program particularly aims at developing managers capable of assuming the role of digital leaders who will have a deep impact on organizational strategy.