Is this technical training?

No. It is a strategic, decision-oriented session for executives. The focus is direction, portfolio priorities, the target operating model, and governance — not technical implementation. We explain technology concepts only as far as needed for the BOD to make sound decisions, but the output is decisions and a roadmap, not code or configuration.

Is it true that most digital transformations fail? How does this program address that?

The external research we cite honestly shows fewer than one-third of digital transformations achieve their objectives (McKinsey). We do not use that figure to scare; we use it to dissect the causes — vague ambition, weak sponsorship, culture, fragmentation, and stalling at scaling — then apply McKinsey's 21 practices (leadership, capability building, empowering workers, upgrading tools, communication) to your BOD's decision context. That figure is external research, not a Neksus result claim.

What frameworks does this workshop use?

Several recognized frameworks, explicitly mapped: Digital Masters from the MIT Sloan/Capgemini research (the digital capability × leadership capability quadrant; digital intensity × transformation management intensity), McKinsey transformation leadership practices, Kotter's 8-step for leading change, ADKAR/Prosci for individual change, and McKinsey 7S for organizational alignment. Frameworks are chosen to fit your context at the TNA, not forced uniformly.

Are the case studies relevant to our industry?

Yes. Through a pre-workshop discussion we curate benchmarks and case studies from your company's industry — banking, BUMN, manufacturing, energy, or government — including regulatory context such as SPBE for agencies or the group/holding transformation agenda for BUMN. We do not use generic examples irrelevant to your decisions.

How is this program relevant for BUMN directors and government agency leaders?

For agencies, the roadmap and governance are mapped to SPBE (Perpres 95/2018) and the SPBE Index evaluation criteria (PermenPANRB 3/2024) so initiatives align with the maturity being evaluated. For BUMN, material aligns with the Ministry of SOEs transformation agenda and the AKHLAK core values — especially 'Adaptif' — plus the director accountability that demands auditable portfolio governance.

What is the ideal participant count and who should attend?

6–20 executives so discussion stays focused and decisions can be made together. Ideally the BOD/senior management who own P&L attend together with the PMO/CDO office lead. Alignment is hard if the key decision-makers are absent and only represented — this workshop produces decisions, so the authority needs to be in the room.

Can it continue after the workshop, and how is impact measured?

Yes. A serial Advisory Workshop is available to steer execution: gate reviews, portfolio health, and course correction based on Kotter/ADKAR. Impact is measured with the Kirkpatrick model — Level 1 (reaction), Level 2 (alignment/learning), Level 3 (governance behavior change), Level 4 (results: roadmap progressing & value realization). If finance/the investment committee needs a figure, it can be raised to Phillips ROI Level 5 with effect isolation. A baseline is set at the TNA; we do not promise figures we cannot prove.

Can it be hybrid or online for a busy BOD?

Yes. Executive briefings and alignment sessions can be online for a distributed BOD. However, roadmap formulation, prioritization, and operating-model decisions are best done in person because the quality of collective decisions is far higher when all decision-makers are in the same room; the hybrid format combines both.

Leadership & Strategy

Digital Transformation for Executives

Q: What is the difference between digitization, digitalization, and digital transformation — and why does it matter at board level?

Digitization converts analog information into digital form. Digitalization uses technology to improve existing processes. Digital transformation changes the business model, how the organization works, and the source of value. Many transformations 'fail' because the BOD is actually only funding digitization/digitalization while expecting transformation-level impact. Separating the three from the start prevents wrong expectations and investment without a clear value pool.

Q: What are the concrete outputs of the workshop?

It depends on the format: perception & 'why'-narrative alignment (Executive Briefing); a draft roadmap, value-pool map, a list of 3–5 priority initiatives with selection criteria, a draft target operating model, a governance framework, and a North Star value-realization metric (Strategy Lab); plus periodic gate-review stewardship (Advisory). All come with a decision summary the PMO can use and report to the BOD.

A strategic session for directors and senior management leading digital transformation: distinguishing digitization, digitalization, and true transformation; building a roadmap and target operating model; managing culture change; and governing technology investment and value realization — mapped to the Digital Masters framework (MIT Sloan/Capgemini), Kotter, and McKinsey leadership practices.

format: In-house / hybrid / online
duration: 0.5–2 intensive days (+ optional follow-up advisory)
participants: 6–20 executives (BOD & senior management)
language: Indonesian / English

Quick Answer

An executive digital transformation workshop is a strategic, decision-oriented session for the BOD and senior management to build a roadmap, target operating model, investment governance, and value-realization metrics. The approach is mapped to the Digital Masters framework (MIT Sloan/Capgemini), McKinsey leadership practices, and Kotter's change model, with the Indonesian context (SPBE, BUMN transformation) integrated.

Free Consultation

Fewer than one-third of digital transformations succeed — and the cause is not technology

McKinsey research shows the success rate of digital transformations is even lower than ordinary transformations; culture, weak sponsorship, vague ambition, and scaling stalls are the dominant causes. This workshop dissects those causes first, then applies McKinsey's 21 practices to your BOD's decisions — rather than adding new initiatives to the pile.

Mapped to recognized leadership frameworks

The approach is explicitly mapped to Digital Masters (MIT Sloan/Capgemini — digital capability × leadership capability), McKinsey transformation leadership practices, Kotter's 8-step, ADKAR/Prosci, and McKinsey 7S — not generic 'best practice'.

The most expensive board-level mistake: equating buying technology with transformation

Funding digitization/digitalization while expecting transformation-level impact is a classic failure pattern. This program separates the three from the start and ties every initiative to a value pool and a North Star metric, so investment is measurable and its governance is auditable.

Digital Transformation for Executives

The executive digital transformation workshop is a strategic, decision-oriented session for the BOD and senior management to define transformation direction, prioritize the technology investment portfolio, design the target operating model, and lead the accompanying culture change. The approach is mapped to the Digital Masters framework (MIT Sloan/Capgemini) — which separates digital capability from leadership capability — alongside McKinsey transformation leadership practices and Kotter's change model, with auditable outputs: a draft roadmap, a value-pool map, a governance framework, and value-realization metrics. The Indonesian context (SPBE for agencies, the BUMN transformation agenda) is integrated from the design stage.

1Executive decision-oriented, not a technical tutorial — the output is decisions, a roadmap, and governance

2Sharply distinguishes digitization, digitalization, and digital transformation — the most expensive confusion at board level

3Mapped to the Digital Masters research (MIT Sloan/Capgemini): digital capability × leadership capability; digital intensity × transformation management intensity

4Cites external research honestly: fewer than one-third of digital transformations succeed (McKinsey) — together with the practices that flip those odds

5Explicit change models: Kotter 8-step (sense of urgency, guiding coalition, vision), ADKAR/Prosci for individual change, McKinsey 7S for organizational alignment

6Case studies & benchmarks curated from your industry; Indonesian context (SPBE Perpres 95/2018 + PermenPANRB 3/2024, BUMN transformation agenda & AKHLAK core values) integrated

7Facilitated by practitioners with C-level experience; impact mapped to Kirkpatrick (Phillips ROI Level 5 on finance's request)

Measurable Outcomes

Expected Outcomes

Success indicators mapped to Kirkpatrick evaluation levels — qualitative targets, set jointly during the TNA against the executive team's starting point.

Direction & shared vision clarity (Kirkpatrick L2 — Learning): The executive team agrees on a definition of transformation (beyond mere digitization), the ambition, and a 'why' narrative communicable to the organization
Priority portfolio (L4 — Results): 3–5 priority initiatives with business rationale, value pools, and explicit selection criteria — not a wish list
BOD alignment (L3 — Behavior): Shared digital language, metrics, and expectations at executive level; sponsorship roles defined per initiative
Target operating model & governance (L4 — Results): Governance framework, decision cadence, and target operating model (e.g. platform/product direction) defined at decision level
Value-realization metrics (L3 transfer): A North Star metric + value-realization KPIs and a stage-gate funding mechanism agreed so progress can be tracked honestly
Monetized ROI (Phillips L5 — optional): A business-case framework and initiative-effect isolation prepared if finance/investment committee requires a figure

Program Format

Program Format Options

Chosen by transformation stage, BOD calendar, and the depth of decisions required — finalized after the TNA & pre-workshop discussion.

Executive Briefing (0.5 day)

Perception alignment: industry landscape & disruption, Digital Masters benchmarks, the digitization/digitalization/transformation distinction, and why most transformations fail (McKinsey findings) — so the BOD starts from a shared understanding.

Best for: Kicking off a transformation & aligning BOD perception

Strategy Lab (1–2 days)

A working lab: value-pool mapping, initiative prioritization with explicit criteria, a draft target operating model, a portfolio governance framework, and value-realization metrics (North Star) co-created together.

Best for: Formulating digital strategy & roadmap at decision level

Advisory Workshop (series)

Structured guidance for specific initiatives or periodic gate reviews: portfolio health, execution blockers, governance cadence, and course correction based on Kotter/ADKAR.

Best for: A transformation already underway needing execution stewardship

Free Consultation

Discuss your executive team's digital transformation workshop needs

Start with a free training needs analysis: we map your transformation stage, your position on the Digital Masters framework, and your regulatory context (SPBE/BUMN), then build a proposal & budget estimate grounded in real needs.

Request Proposal

Curriculum

Curriculum Framework

Built with ADDIE; final modules curated from the TNA and industry. Topics below are the full coverage that can be activated for an executive audience.

Comparison

Choosing a Program Format

A concise decision matrix — the final recommendation is set after the training needs analysis & pre-workshop discussion.

Aspect	Executive Briefing (0.5 day)	Strategy Lab (1–2 days)	Advisory Workshop (series)
Primary goal	Perception & ambition alignment	Formulate roadmap & decisions	Steer execution & gate reviews
Ideal participants	BOD starting an initiative	BOD & senior management + PMO	Transformation/PMO team + sponsor
Primary output	'Why' narrative & shared understanding	Draft roadmap, value pool, operating model, North Star	Portfolio health & course correction
Core frameworks	Digital Masters + digitization/transformation distinction	Value pool + operating model + Kotter	Kotter/ADKAR + governance cadence
Evaluation level	Kirkpatrick L1–L2	Kirkpatrick L1–L3	Kirkpatrick L1–L4 (+Phillips L5)
Best suited for	Opening & aligning the transformation	Formulating strategy at decision level	A transformation already underway

For Whom

Who Is This Program For?

Structured per executive role because decisions, accountability, and perspective differ in each seat.

Board of Directors & Commissioners

Set the ambition, sponsorship, and governance; accountable for investment to shareholders.

Common challenges

Misaligned 'digital' perception across directors — some equate transformation with buying technology
Large investment without clear priorities, value pools, or value-realization metrics
Hard to tell whether the transformation is truly moving or just busy with activity

Senior management & P&L owners

Translate the ambition into initiative execution within their business lines.

Common challenges

Fragmented initiatives competing for resources across units
Transformation stalls at the scaling phase after pilots look good
No shared language & metrics to report progress to the BOD

Transformation / PMO / CDO office team

Coordinate the portfolio, governance cadence, and value reporting.

Common challenges

No governance & gate-review framework agreed by the BOD
Shifting priorities because there are no explicit selection criteria
Difficulty proving value realization, not just activity status

BUMN/agency leaders & senior officials

Steer transformation within regulatory and public-accountability boundaries.

Common challenges

Roadmap not yet aligned with SPBE (Perpres 95/2018) & SPBE Index evaluation
Digital initiatives not yet linked to the group/holding transformation agenda & AKHLAK core values ('Adaptif')
Director/official accountability demands auditable governance evidence

Industry Context

Use Cases by Industry

One specific focus per industry, naming a real executive decision & regulatory context in that vertical.

Banking & Financial Services

Digital banking strategy & core modernization priorities: initiative-sequencing decisions, target operating model (bank vs platform), board-level data & technology-risk governance, with Digital Masters benchmarks and value-realization discipline reportable to the board & risk committee.

State-Owned Enterprises (BUMN)

A roadmap aligned with the Ministry of SOEs transformation agenda and the AKHLAK core values (especially 'Adaptif'): cross-subsidiary initiative alignment, auditable portfolio governance for director accountability, and evidence readiness for internal/BPK examination.

Manufacturing

Industry 4.0 & smart factory: value-pool-based automation priorities, operational data platform vs point-solution decisions, and a target operating model uniting OT/IT plus technology-capex investment governance.

Energy & Resources

Digital operations & asset performance amid the energy transition: value- and risk-based initiative prioritization, asset-data governance readiness, and an operating model that sustains critical-infrastructure operational resilience.

Government & Public Sector

A digital-government roadmap mapped to SPBE (Perpres 95/2018) and the SPBE Index evaluation criteria (PermenPANRB 3/2024): citizen-service priorities, leadership-level SPBE governance & architecture, and maturity evidence for monitoring/evaluation.

Delivery Method

Delivery

Format adapts to the BOD calendar and the required decision depth; every format is a working decision lab, not a passive one-way lecture.

In-house on-site

Facilitator comes to the office/training venue; a working session with company industry case studies & benchmarks, value-pool mapping, and collective decision-making.

Hybrid

On-site sessions for roadmap formulation & core decisions, followed by online advisory/gate reviews to steer execution and governance cadence.

Live online

Executive briefing & alignment sessions via Zoom/Teams with structured breakouts and recording; suitable for a distributed BOD or a first step before an intensive on-site session.

Schedule built around the BOD calendar & board meetings

Pre-workshop discussion to curate relevant industry benchmarks & case studies

Materials, decision worksheets, and roadmap/operating-model canvases prepared by the Neksus team

Certificate of participation for every attendee

A decision summary & follow-up recommendations for the L&D team, PMO, and leadership

Engagement Flow

Engagement Path

From executive alignment to measured value realization — qualitative durations, adapted to transformation stage & BOD calendar.

Training Needs Analysis & Pre-Workshop Discussion

Mapping the transformation stage, position on the Digital Masters framework, regulatory context (SPBE/BUMN), and decision objectives. Output: a needs profile + alignment baseline.

Initial stage

Program Design (ADDIE) & Benchmark Curation

Defining executive learning objectives, the Strategy Lab agenda, case studies & benchmarks from your industry, and the framework map (Digital Masters/Kotter/operating model).

Before delivery

Executive Briefing — Perception Alignment

BOD alignment: landscape & disruption, the digitization/digitalization/transformation distinction, why most transformations fail, and the 'why' narrative.

0.5 day (optional opener)

Strategy Lab — Formulating Decisions

Value-pool mapping, criteria-based initiative prioritization, a draft target operating model, a governance framework, and a North Star value-realization metric.

1–2 intensive days

Evaluation & Decision Summary (Kirkpatrick)

Level 1–4 evaluation (reaction, alignment, governance behavior, results) and a decision summary for the PMO & BOD. Phillips ROI Level 5 if finance requests a figure.

After the workshop

Advisory & Gate Review (Institutionalization)

Serial execution stewardship: portfolio health, governance cadence, course correction based on Kotter/ADKAR, and value-realization tracking.

Ongoing (optional)

Case Studies

Typical Outcome Patterns

Indicative impact patterns based on similar program structures — illustrative, with no named clients or promised numbers. External benchmarks (e.g. McKinsey, MIT Sloan/Capgemini) are referenced as research, not as Neksus results.

Energy company BOD planning an operations transformation

Intervention

Executive briefing + 2-day Strategy Lab (value pool, prioritization, draft target operating model)

Result

A draft roadmap with several priority initiatives and agreed selection criteria; digital language & metrics became uniform at executive level

SOE senior management with many subsidiaries

Intervention

Executive briefing + serial advisory (governance framework & gate-review cadence)

Result

A transformation governance framework & North Star metric established; cross-subsidiary initiatives more aligned and reportable to the board

Government agency leadership organizing digital services

Intervention

Strategy Lab + mapping to SPBE & SPBE Index criteria

Result

Citizen-service initiative priorities and leadership-level SPBE governance defined, with an auditable decision trail

Procurement Info

Information for Procurement & Vendor Management

What procurement, finance, legal, and corporate-secretary teams need.

Legal entity

Registered PT under the Selestia ecosystem (Eduprima group); complete tax ID & legal documents; ready for service agreements and vendor onboarding.

Proposal

Structured proposal: measurable learning objectives for an executive audience, the Strategy Lab agenda, a framework map (Digital Masters/Kotter/operating model), C-level-grade facilitator profiles, schedule, and TNA-based cost breakdown.

Pricing model

TNA-based — flat per program, per session, per participant, tiered, or custom. No standard figure without a needs analysis; an estimate follows the TNA & pre-workshop discussion.

Payment & tax

Flexible terms (deposit + balance / per-phase terms); tax invoice (PPN/VAT) and PO documentation support available.

BUMN/government process

Familiar with state-owned-enterprise/agency procurement stages: vendor documents, e-procurement, owner's estimate/bid, and compliance clauses; material can align to the SPBE context & director accountability.

Measurement

A decision summary & Kirkpatrick Level 1–3 evaluation report (attendance, alignment assessment, session work results); Phillips ROI Level 5 on finance/investment-committee request.

Confidentiality & data

NDA signing and confidentiality clauses; internal strategy discussions and sensitive data are not taken outside the agreed scope.

Material ownership

The roadmap canvases, operating-model maps, and decision summaries built for the company belong to the company; material usage rights are agreed in the contract.

FAQ

Frequently Asked Questions

Next Step

Discuss your executive team's digital transformation workshop needs

Complimentary training needs analysis — the natural first step
Proposal, Strategy Lab agenda, and framework map within a few business days
Case studies & benchmarks curated from your industry (banking/BUMN/manufacturing/energy/government)
Procurement-ready documents (company profile, tax ID, NDA, VAT invoice)

Request Proposal & Free TNA Free Consultation

Explore More

Discuss your executive team's digital transformation workshop needs

Complimentary training needs analysis — the natural first step
Proposal, Strategy Lab agenda, and framework map within a few business days
Case studies & benchmarks curated from your industry (banking/BUMN/manufacturing/energy/government)
Procurement-ready documents (company profile, tax ID, NDA, VAT invoice)

Digital Transformation for Executives

Digital Transformation for Executives

Expected Outcomes

Program Format Options

Executive Briefing (0.5 day)

Strategy Lab (1–2 days)

Advisory Workshop (series)

Discuss your executive team's digital transformation workshop needs

Curriculum Framework

1Reading the Landscape & Framing the Ambition

2Why Transformations Fail — and How to Flip the Odds

3Building the Roadmap & Initiative Portfolio

4Target Operating Model & How the Organization Works

5Investment, Risk & Governance

6Leading Change & Value Realization

Choosing a Program Format

Who Is This Program For?

Board of Directors & Commissioners

Senior management & P&L owners

Transformation / PMO / CDO office team

BUMN/agency leaders & senior officials

Use Cases by Industry

Delivery

In-house on-site

Hybrid

Live online

Engagement Path

Training Needs Analysis & Pre-Workshop Discussion

Program Design (ADDIE) & Benchmark Curation

Executive Briefing — Perception Alignment

Strategy Lab — Formulating Decisions

Evaluation & Decision Summary (Kirkpatrick)

Advisory & Gate Review (Institutionalization)

Typical Outcome Patterns

Information for Procurement & Vendor Management

Frequently Asked Questions

Is this technical training?

What is the difference between digitization, digitalization, and digital transformation — and why does it matter at board level?

Is it true that most digital transformations fail? How does this program address that?

What frameworks does this workshop use?

What are the concrete outputs of the workshop?

Are the case studies relevant to our industry?

How is this program relevant for BUMN directors and government agency leaders?

What is the ideal participant count and who should attend?

Can it continue after the workshop, and how is impact measured?

Can it be hybrid or online for a busy BOD?

Discuss your executive team's digital transformation workshop needs

Related Topics

Discuss your executive team's digital transformation workshop needs