What kind of learning experience were you looking for when you enrolled in the CAS in Digital Transformation Management?
When I enrolled in the CAS in Digital Transformation Management, I was looking for a learning experience that would combine strong academic foundations with practical applicability. As a Process Excellence Manager working in process optimization, I wanted to deepen my understanding of process management, digitalization, and transformation frameworks in a structured and comprehensive way. Before choosing the program, I conducted extensive research online, comparing different courses, certifications, and executive programs that were aligned with my professional scope and development goals. I was particularly interested in programs offered by reliable and recognized institutions with a strong academic environment and a practical focus. What ultimately convinced me was the CAS structure itself: the opportunity to combine three complementary courses into one cohesive program that addressed strategy, processes, and project execution. This multidisciplinary approach felt highly relevant to my daily work challenges.
Another important motivation was that I was relatively new in my role as Process Excellence Manager. While I had practical experience, I felt the need to strengthen my theoretical foundation and gain a deeper understanding of how process management connects with digital transformation initiatives. I wanted to understand not only what to do, but also why certain methodologies work and how they can be applied strategically to support long-term organizational development.
What aspects of your day-to-day work did you hope to strengthen by joining the program?
One of my main objectives was to improve my ability to connect theory with practice. Before joining the CAS, I often relied on practical intuition and experience, but I felt that my theoretical framework was not as strong as I wanted it to be. I was looking for structured methodologies that would help me analyze processes more systematically and support decision-making with clearer frameworks. In my daily work, I frequently deal with process mapping, analysis, and optimization. Therefore, strengthening my ability to structure and model processes was a priority. The Digital Process Management course helped me better understand how to transform written procedures or informal workflows into structured digital process models. This included learning different approaches to process mapping, understanding process capabilities, and assessing performance metrics more systematically.
Additionally, I hoped to improve my approach to managing projects. The Agile Project & Performance Management course provided me with valuable tools that enhanced how I plan and execute initiatives. Prior to the program, I sometimes felt that projects lacked a clear framework for measuring progress or adapting quickly to change. Through the course, I learned how agile principles can create more flexibility and clarity, allowing teams to respond faster and more effectively to evolving business needs.
When selecting your courses, what criteria mattered most to you, and why did these stand out?
The courses I selected were Digital Process Management, Agile Project & Performance Management, and Strategic Transformation Management for Regenerative & Digital Business. My selection criteria were based on relevance to my professional role, practical applicability, and the opportunity to gain both strategic and operational perspectives. Prof. Dr. Julia Krönung's course Digital Process Management stood out because it provided concrete methods for transforming business documentation into structured workflows. Learning how to map processes effectively and evaluate their maturity and capabilities was highly valuable. It gave me tools to move beyond theoretical descriptions and create actionable process models that support real operational improvements.
Strategic Transformation Management for Regenerative & Digital Business taught by Dr. Carsten Hentrich and Michael Pachmajer was equally important because it addressed the broader organizational perspective. The course introduced concepts such as team archetypes and organizational capabilities, which helped me better understand how different teams function and interact within a transformation journey. During the final assessment, I conducted a maturity evaluation of my own team’s capabilities, which provided practical insights into both strengths and areas for development. This course also enhanced my understanding of soft skills and organizational dynamics, which are critical for leading transformation initiatives successfully. Prof. Dr. Alexander Benlian's Agile Project & Performance Management course was particularly impactful because of its focus on agile methodologies. Learning about agile frameworks, including Scrum principles and OKRs, gave me practical tools to structure projects more effectively. These approaches stood out because they emphasize adaptability, transparency, and measurable outcomes, all essential in fast-changing environments.
How has the CAS shaped the way you think about leading digital transformation initiatives or managing change?
The CAS significantly influenced my perspective by encouraging a more holistic view of digital transformation. I learned that successful transformation is not only about implementing new technologies but about aligning people, processes, organizational culture, and strategy. A concrete example of how I have already applied these learnings is through the implementation of OKRs in a process management maturity assessment project at work. Using the agile management principles introduced in the Project Management course, I structured the project around clear objectives and measurable key results. This allowed the team to focus on realistic targets, track progress more effectively, and adjust priorities quickly when needed. As a result, the project became more transparent and aligned with broader organizational goals. The program reinforced the importance of combining structured methodologies with flexibility and continuous learning, which has changed how I approach both leadership and collaboration.
Have your goals or perspectives regarding digital transformation evolved in any unexpected ways?
Yes, particularly through learning about process mining tools such as Celonis. This opened my perspective on how data-driven insights can support the monitoring and optimization of key processes. It inspired me to explore opportunities to evaluate and further digitalize selected core processes within my organization.
What is one insight from the program that you expect to carry with you long after completing the certificate?
One of the most important insights I gained is the value of maintaining a long-term strategic vision. Digital transformation is not just about short-term projects or immediate improvements; it requires a clear roadmap that defines where the organization wants to go and how different initiatives contribute to that vision. Having this strategic perspective allows you to design processes more accurately, prioritize digitalization efforts effectively, and manage projects in alignment with broader organizational objectives. I learned that everything is interconnected, strategy shapes processes, processes guide projects, and projects ultimately enable transformation. Understanding this relationship will continue to influence how I approach my work and professional development long after completing the certificate.