{"id":16510,"date":"2026-07-24T18:18:11","date_gmt":"2026-07-24T16:18:11","guid":{"rendered":"https:\/\/pepax.sk\/?page_id=16510"},"modified":"2026-08-17T12:04:22","modified_gmt":"2026-08-17T10:04:22","slug":"digitalna-transformacia","status":"publish","type":"page","link":"https:\/\/pepax.sk\/en\/sluzby\/digitalizacia-it\/digitalna-transformacia\/","title":{"rendered":"Digital transformation and digitalization strategy"},"content":{"rendered":"
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\u2014 Digitaliz\u00e1cia, technol\u00f3gie a inov\u00e1cie<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Digital transformation and digitalization strategy<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Digit\u00e1lna transform\u00e1cia prep\u00e1ja strat\u00e9giu, z\u00e1kazn\u00edcku hodnotu, procesy, d\u00e1ta, technol\u00f3gie a \u013eud\u00ed do jednej riadenej zmeny. Pepax pom\u00e1ha organiz\u00e1cii pos\u00fadi\u0165 digit\u00e1lnu zrelos\u0165, ur\u010di\u0165 cie\u013eov\u00fd stav, vybra\u0165 priority a vytvori\u0165 transforma\u010dn\u00fa roadmapu, ktor\u00fa mo\u017eno realisticky zav\u00e1dza\u0165, mera\u0165 a priebe\u017ene korigova\u0165<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tDohodn\u00fa\u0165 \u00favodn\u00fd rozhovor<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tAko spolupr\u00e1ca prebieha<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u2014 Situ\u00e1cia klienta a \u0161ir\u0161ie s\u00favislosti<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Hodnota nevznik\u00e1 po\u010dtom technol\u00f3gi\u00ed, ale zmenou sp\u00f4sobu fungovania<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Organiz\u00e1cie \u010dasto rozbiehaj\u00fa digitaliz\u00e1ciu po \u010dastiach. Jeden \u00fatvar zav\u00e1dza syst\u00e9m, in\u00fd automatizuje workflow a \u010fal\u0161\u00ed pripravuje d\u00e1tov\u00fd projekt. Bez spolo\u010dn\u00e9ho smeru sa ich pr\u00ednosy nemusia stretn\u00fa\u0165.<\/p>

Digit\u00e1lna transform\u00e1cia preto neza\u010d\u00edna zoznamom n\u00e1strojov. Za\u010d\u00edna ot\u00e1zkou, ak\u00fa hodnotu m\u00e1 organiz\u00e1cia vytv\u00e1ra\u0165, \u010do jej v tom dnes br\u00e1ni a ak\u00e9 schopnosti potrebuje vybudova\u0165<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Strat\u00e9gia a hodnota pre z\u00e1kazn\u00edka<\/h3>

Komu m\u00e1 zmena prinies\u0165 hodnotu, ak\u00fd probl\u00e9m rie\u0161i a ako podporuje smerovanie.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Procesy a cie\u013eov\u00fd sp\u00f4sob fungovania<\/h3>

Zjednodu\u0161enie a prepojenie pr\u00e1ce namiesto elektroniz\u00e1cie dne\u0161n\u00fdch nejasnost\u00ed.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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D\u00e1ta a rozhodovanie<\/h3>

Kvalita, vlastn\u00edctvo, dostupnos\u0165 a pou\u017e\u00edvanie d\u00e1t.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Technol\u00f3gie a architekt\u00fara<\/h3>

Integr\u00e1cie, bezpe\u010dnos\u0165, prev\u00e1dzka, technologick\u00fd dlh a udr\u017eate\u013enos\u0165.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u013dudia, kompetencie a kult\u00fara<\/h3>

Roly, pracovn\u00e9 n\u00e1vyky, komunik\u00e1cia, u\u010denie a sp\u00e4tn\u00e1 v\u00e4zba.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Governance a meranie pr\u00ednosu<\/h3>

Rozhodovanie, invest\u00edcie, priority, kapacity a korekcia smeru.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Pre koho a kedy je slu\u017eba vhodn\u00e1<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Ke\u010f organiz\u00e1cia potrebuje zos\u00faladi\u0165 amb\u00edciu, invest\u00edcie a schopnos\u0165 zmenu uskuto\u010dni\u0165<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Slu\u017eba je vhodn\u00e1 pre organiz\u00e1cie, ktor\u00e9 nechc\u00fa digitaliz\u00e1ciu riadi\u0165 ako s\u00e9riu nes\u00favisiacich n\u00e1kupov a projektov, ale potrebuj\u00fa spolo\u010dn\u00fd smer, priority a realistick\u00fa cestu zav\u00e1dzania<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tOveri\u0165 vhodn\u00fd form\u00e1t<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n Ve\u013ea iniciat\u00edv bez spolo\u010dn\u00e9ho smeru <\/h3>\n \t\t \t

Ch\u00fdba spolo\u010dn\u00e1 prioriz\u00e1cia, architektonick\u00fd r\u00e1mec, vlastn\u00edctvo a poh\u013ead na celkov\u00fa hodnotu<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Technol\u00f3gie obmedzuj\u00fa rast <\/h3>\n \t\t \t

Star\u0161ie syst\u00e9my, komplikovan\u00e9 integr\u00e1cie a ru\u010dn\u00e9 obch\u00e1dzky s\u0165a\u017euj\u00fa rozvoj procesov a slu\u017eieb<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Treba ur\u010di\u0165 digit\u00e1lne priority <\/h3>\n \t\t \t

Vedenie m\u00e1 viac mo\u017enost\u00ed ne\u017e kapacity a potrebuje rozhodovac\u00ed r\u00e1mec<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n D\u00e1ta nepodporuj\u00fa rozhodovanie <\/h3>\n \t\t \t

\u00dadaje s\u00fa rozdelen\u00e9, maj\u00fa nejasn\u00e9 vlastn\u00edctvo alebo sl\u00fa\u017eia iba na sp\u00e4tn\u00e9 reportovanie<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Menia sa o\u010dak\u00e1vania z\u00e1kazn\u00edkov a \u013eud\u00ed <\/h3>\n \t\t \t

Organiz\u00e1cia potrebuje zlep\u0161i\u0165 dostupnos\u0165 a r\u00fdchlos\u0165 slu\u017eieb bez neudr\u017eate\u013en\u00e9ho za\u0165a\u017eenia<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Transform\u00e1cia stratila d\u00f4veru <\/h3>\n \t\t \t

Prv\u00e9 projekty nepriniesli o\u010dak\u00e1van\u00fa hodnotu alebo \u013eudia nerozumej\u00fa v\u00fdznamu zmeny<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Hodnota a mo\u017en\u00fd posun<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Od roztrie\u0161ten\u00fdch iniciat\u00edv k riaden\u00e9mu portf\u00f3liu zmeny<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Kvalitn\u00e1 strat\u00e9gia digitaliz\u00e1cie vytv\u00e1ra spolo\u010dn\u00fa logiku, pod\u013ea ktorej organiz\u00e1cia vyber\u00e1 priority, riadi z\u00e1vislosti, rozde\u013euje zodpovednosti a chr\u00e1ni invest\u00edcie pred rozpt\u00fdlen\u00edm<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 v\u0161etky slu\u017eby<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Spolo\u010dn\u00e1 predstava o cie\u013eovom stave<\/h3>

Zrozumite\u013enej\u0161\u00ed obraz bud\u00faceho fungovania a potrebn\u00fdch schopnost\u00ed.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Priority prepojen\u00e9 so strategickou hodnotou<\/h3>

Pos\u00fadenie pr\u00ednosu, uskuto\u010dnite\u013enosti, rizika, z\u00e1vislost\u00ed a pripravenosti.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Realistick\u00e1 transforma\u010dn\u00e1 roadmapa<\/h3>

Etapy zoh\u013ead\u0148uj\u00fa kapacity, d\u00e1ta, architekt\u00faru, financovanie a priebe\u017en\u00fa hodnotu.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Jasnej\u0161ie vlastn\u00edctvo a rozhodovanie<\/h3>

Roly, governance a eskal\u00e1cia pre konflikty prior\u00edt a zmenu smeru.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Prepojenie technol\u00f3gie s procesmi a \u013eu\u010fmi<\/h3>

Rie\u0161enia re\u0161pektuj\u00fa pr\u00e1cu, sk\u00fasenos\u0165, kompetencie a adopciu.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Priebe\u017en\u00e9 meranie a korekcia<\/h3>

Roadmapa sa upravuje pod\u013ea v\u00fdsledkov, riz\u00edk a skuto\u010dnej pripravenosti.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Mo\u017en\u00e9 odborn\u00e9 v\u00fdstupy<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Rozhodovacie a realiza\u010dn\u00e9 podklady od diagnostiky po riadenie portf\u00f3lia<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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S\u00fa\u010das\u0165ou dod\u00e1vky m\u00f4\u017ee by\u0165 jeden pracovn\u00fd materi\u00e1l alebo ucelen\u00fd bal\u00edk podkladov. Presn\u00fd form\u00e1t, \u00farove\u0148 detailu a sp\u00f4sob odovzdania sa dohodn\u00fa pred za\u010dat\u00edm platenej pr\u00e1ce<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Pos\u00fadenie digit\u00e1lnej zrelosti <\/h3>\n \t\t \t

Schopnosti, obmedzenia, z\u00e1vislosti, kult\u00farne predpoklady a hlavn\u00e9 rizik\u00e1<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Digit\u00e1lna v\u00edzia a princ\u00edpy <\/h3>\n \t\t \t

Cie\u013eov\u00e1 hodnota, amb\u00edcie, hranice a pravidl\u00e1 bud\u00facich rozhodnut\u00ed<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Cie\u013eov\u00fd opera\u010dn\u00fd model <\/h3>\n \t\t \t

\u013dudia, procesy, d\u00e1ta, technol\u00f3gie, governance, podpora a organiza\u010dn\u00e9 schopnosti<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Portf\u00f3lio a roadmapa <\/h3>\n \t\t \t

Iniciat\u00edvy, etapy, z\u00e1vislosti, vlastn\u00edci, m\u00ed\u013eniky a rozhodovacie body<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Governance a KPI <\/h3>\n \t\t \t

Roly, rozhodovacie f\u00f3rum, pravidl\u00e1 prioriz\u00e1cie a meranie pr\u00ednosu<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Mobiliz\u00e1cia a adopcia <\/h3>\n \t\t \t

Stakeholderi, komunik\u00e1cia, kompetencie, pilotn\u00e9 skupiny a podpora l\u00eddrov<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Ako spolupr\u00e1ca prebieha<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Od spolo\u010dn\u00e9ho porozumenia s\u00fa\u010dasn\u00e9mu stavu po riaden\u00fa realiz\u00e1ciu a u\u010denie<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Nie ka\u017ed\u00e9 zadanie potrebuje v\u0161etky f\u00e1zy v rovnakej h\u013abke. Rozsah prisp\u00f4sob\u00edme v\u00fdznamu procesu, dostupn\u00fdm podkladom a rozhodnutiam, ktor\u00e9 maj\u00fa na v\u00fdstup nadviaza\u0165<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 1. \u00davodn\u00fd rozhovor do 30 min\u00fat <\/h3>\n \t\t \t

Bezplatn\u00e9 z\u00edskanie z\u00e1kladn\u00fdch inform\u00e1ci\u00ed bez odborn\u00e9ho odpor\u00fa\u010dania alebo v\u00fdstupu<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 2. Kontext a procesn\u00e1 realita <\/h3>\n \t\t \t

Mapovanie potrieb, rol\u00ed, procesov, syst\u00e9mov, d\u00e1t a o\u010dak\u00e1vanej hodnoty<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 3. Vhodnos\u0165 a po\u017eiadavky <\/h3>\n \t\t \t

Vyhodnotenie use cases a definovanie funk\u010dn\u00fdch, integra\u010dn\u00fdch a prev\u00e1dzkov\u00fdch potrieb<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 4. V\u00fdber a pilot <\/h3>\n \t\t \t

Porovn\u00e1vac\u00ed r\u00e1mec, relevantn\u00e9 mo\u017enosti, pilotn\u00fd rozsah a krit\u00e9ri\u00e1 \u00faspechu<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 5. Implement\u00e1cia a adopcia <\/h3>\n \t\t \t

Koordin\u00e1cia, po\u017eiadavky, testovanie, rizik\u00e1, pr\u00edprava pou\u017e\u00edvate\u013eov a nasadenie<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 6. Odovzdanie a rozvoj <\/h3>\n \t\t \t

Vlastn\u00edctvo, podpora, governance, vyhodnotenie a \u010fal\u0161ia roadmapa<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Z \u010doho konkr\u00e9tne slu\u017eba pozost\u00e1va<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Osem pracovn\u00fdch modulov od strategickej amb\u00edcie po schopnos\u0165 zmenu udr\u017ea\u0165<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Rozsah sa sklad\u00e1 pod\u013ea toho, \u010di organiz\u00e1cia potrebuje diagnostiku, nov\u00fa strat\u00e9giu, rev\u00edziu roadmapy alebo podporu pri mobiliz\u00e1cii a riaden\u00ed transforma\u010dn\u00e9ho programu<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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1. Strategick\u00fd kontext a amb\u00edcia<\/h3>

Ciele, z\u00e1kazn\u00edcka a intern\u00e1 hodnota, d\u00f4vody transform\u00e1cie, hranice a o\u010dak\u00e1van\u00e9 pr\u00ednosy.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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2. Diagnostika digit\u00e1lnej zrelosti<\/h3>

Procesy, technol\u00f3gie, d\u00e1ta, slu\u017eby, kompetencie, kult\u00fara, governance a bezpe\u010dnos\u0165.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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3. Mapovanie hodnoty a pr\u00edle\u017eitost\u00ed<\/h3>

Potreby, sk\u00fasenos\u0165, kritick\u00e9 procesy, ru\u010dn\u00e1 pr\u00e1ca, d\u00e1tov\u00e9 medzery a nov\u00e9 slu\u017eby.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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4. D\u00e1ta, technol\u00f3gie a architekt\u00fara<\/h3>

Syst\u00e9my, d\u00e1tov\u00e9 toky, integr\u00e1cie, technologick\u00fd dlh, bezpe\u010dnos\u0165 a build\u2013buy\u2013integrate.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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5. Cie\u013eov\u00fd opera\u010dn\u00fd model<\/h3>

Roly, schopnosti, rozhodovacie v\u00e4zby, organiza\u010dn\u00e9 rozhrania, podpora a kompetencie.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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6. Portf\u00f3lio, business case a roadmapa<\/h3>

Scoring, n\u00e1ro\u010dnos\u0165, rizik\u00e1, z\u00e1vislosti, quick wins, piloty, etapy a investi\u010dn\u00e9 body.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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7. Governance a riadenie pr\u00ednosov<\/h3>

Sponzorstvo, RACI, stage gates, KPI, rizik\u00e1, reporting, kapacity a korek\u010dn\u00fd rytmus.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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8. Zmena, komunik\u00e1cia a adopcia<\/h3>

Stakeholderi, roly, komunik\u00e1cia, kompetencie, piloty, sp\u00e4tn\u00e1 v\u00e4zba a stabiliz\u00e1cia.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 \u010co ovplyv\u0148uje cenu tejto konkr\u00e9tnej slu\u017eby<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Cena vych\u00e1dza zo \u0161\u00edrky transforma\u010dn\u00e9ho z\u00e1beru a miery zodpovednosti za realiz\u00e1ciu<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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0 \u20ac<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\u00davodn\u00fd rozhovor<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Sl\u00fa\u017ei na z\u00edskanie z\u00e1kladn\u00fdch inform\u00e1ci\u00ed a overenie vhodnej formy spolupr\u00e1ce. Odborn\u00e1 anal\u00fdza, odpor\u00fa\u010danie ani p\u00edsomn\u00fd v\u00fdstup pri \u0148om nevznikaj\u00fa<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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od 290 \u20ac<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Minim\u00e1lny platen\u00fd rozsah<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Konkr\u00e9tny rozsah m\u00f4\u017ee tvori\u0165 procesn\u00e1 konzult\u00e1cia, \u0161t\u00fadium podkladov, diagnostick\u00fd blok, pracovn\u00fd workshop alebo prv\u00fd dohodnut\u00fd v\u00fdstup.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Konkr\u00e9tnu cenu potvrd\u00edme a\u017e po spresnen\u00ed cie\u013ea, rozsahu, v\u00fdstupov a podmienok realiz\u00e1cie. Pr\u00e1ca nad dohodnut\u00fd r\u00e1mec sa vykon\u00e1va a\u017e po predch\u00e1dzaj\u00facom ods\u00fahlasen\u00ed.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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  1. \u0160\u00edrka transforma\u010dn\u00e9ho z\u00e1beru.<\/li>
  2. H\u013abka diagnostiky digit\u00e1lnej zrelosti.<\/li>
  3. Po\u010det procesov, slu\u017eieb a \u00fatvarov.<\/li>
  4. Zlo\u017eitos\u0165 technol\u00f3gi\u00ed a integr\u00e1ci\u00ed.<\/li>
  5. Stav d\u00e1t a informa\u010dnej governance.<\/li><\/ol>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    1. Po\u010det stakeholderov a rozhodovac\u00edch \u00farovn\u00ed.<\/li>
    2. Detail opera\u010dn\u00e9ho modelu a architekt\u00fary.<\/li>
    3. Po\u010det iniciat\u00edv a h\u013abka business case.<\/li>
    4. Facilit\u00e1cia, komunik\u00e1cia a adopcia.<\/li>
    5. Miera podpory pri mobiliz\u00e1cii a realiz\u00e1cii.<\/li><\/ol>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      \n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 cel\u00fd cenn\u00edk<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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      \u2014 Pravideln\u00e1 mesa\u010dn\u00e1 podpora<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      Transform\u00e1cia potrebuje pravideln\u00fd rozhodovac\u00ed rytmus aj po schv\u00e1len\u00ed strat\u00e9gie<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      Mesa\u010dn\u00e1 odborn\u00e1 podpora vytv\u00e1ra pravideln\u00fd rytmus pre rozhodovanie, review a kontrolu smeru po nasaden\u00ed prv\u00fdch aplik\u00e1ci\u00ed<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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      \n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 v\u0161etky slu\u017eby<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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      \n \n\n
      \n
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      \n \"\" <\/div>\n <\/div>\n
      \n

      \n Pravideln\u00fd konzulta\u010dn\u00fd rytmus <\/h3>\n \t\t \t

      Stretnutia v dohodnut\u00fdch intervaloch pom\u00e1haj\u00fa udr\u017ea\u0165 pozornos\u0165 na t\u00e9me bez zbyto\u010dn\u00e9ho tlaku.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      \n \n\n
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      \n \"\" <\/div>\n <\/div>\n
      \n

      \n Rozhodovacie zrkadlo <\/h3>\n \t\t \t

      Pri nov\u00fdch situ\u00e1ci\u00e1ch sa d\u00e1 r\u00fdchlej\u0161ie rozl\u00ed\u0161i\u0165, \u010do je pokra\u010dovan\u00edm zvolen\u00e9ho smeru a \u010do n\u00e1vratom k star\u00e9mu vzorcu.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      \n \n\n
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      \n
      \n \"\" <\/div>\n <\/div>\n
      \n

      \n Dohodnut\u00e9 asynchr\u00f3nne review <\/h3>\n \t\t \t

      V ur\u010denom rozsahu mo\u017eno medzi stretnutiami zachyti\u0165 ot\u00e1zku, sk\u00fasenos\u0165 alebo pripravi\u0165 podklad na \u010fal\u0161iu reflexiu.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      \n \n\n
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      \n \"\" <\/div>\n <\/div>\n
      \n

      \n Priebe\u017en\u00e9 zhrnutie <\/h3>\n \t\t \t

      V\u00fdvoj t\u00e9my, rozhodnutia a otvoren\u00e9 ot\u00e1zky zost\u00e1vaj\u00fa zrozumite\u013en\u00e9 aj pri dlh\u0161om procese.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      \u2014 Rast\u00faca odborn\u00e1 kni\u017enica<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      \n\t\t\t\t\t

      Odborn\u00e9 podklady pre pr\u00edpravu a riadenie digit\u00e1lnej transform\u00e1cie<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
      \n\t\t\t\t
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      Kni\u017enica Pepax sa buduje ako rast\u00faca odborn\u00e1 znalostn\u00e1 b\u00e1za. Pon\u00faka obsahov\u00e9 vrstvy pre samostatn\u00e9 \u0161t\u00fadium a profesion\u00e1lnu pr\u00e1cu; nenahr\u00e1dza individu\u00e1lnu konzult\u00e1ciu ani spracovanie konkr\u00e9tneho klientsk\u00e9ho zadania<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      \n \n\n
      \n
      \n
      \n \"\" <\/div>\n <\/div>\n
      \n

      \n L2 - H\u013abkov\u00e1 praktick\u00e1 vrstva <\/h3>\n \t\t \t

      Pre \u010dloveka, ktor\u00fd chce t\u00e9mu osobn\u00e9ho rozvoja sprac\u00fava\u0165 aj medzi stretnutiami alebo samostatne.\n

      \n- h\u013abkov\u00e9 texty o hodnot\u00e1ch, rozhodovan\u00ed, hraniciach a kari\u00e9rnych prechodoch,\n
      \n- praktick\u00e9 metodick\u00e9 listy a reflexn\u00e9 ot\u00e1zky,\n
      \n- pr\u00edpadov\u00e9 scen\u00e1re a pracovn\u00e9 n\u00e1vody,\n
      \n- materi\u00e1ly na samostatn\u00e9 \u0161t\u00fadium a priebe\u017en\u00e9 vyhodnocovanie.\n

      \nPre\u010do sa m\u00f4\u017ee oplati\u0165:<\/b> pom\u00e1ha udr\u017ea\u0165 kontakt s t\u00e9mou vlastn\u00fdm tempom a pripravenej\u0161ie vstupova\u0165 do \u010fal\u0161\u00edch rozhodnut\u00ed.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      \n \n\n
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      \n
      \n \"\" <\/div>\n <\/div>\n
      \n

      \n L3 - Profesion\u00e1lna vrstva <\/h3>\n \t\t \t

      Pre profesion\u00e1lov, ktor\u00ed s t\u00e9mami rozvoja, rozhodovania alebo kou\u010dovacieho rozhovoru pracuj\u00fa opakovane.\n

      \n- metodiky a rozhodovacie r\u00e1mce,\n
      \n- \u0161abl\u00f3ny kou\u010dovacieho cie\u013ea a pracovn\u00e9ho kontraktu,\n
      \n- checklisty priebe\u017en\u00e9ho a z\u00e1vere\u010dn\u00e9ho vyhodnotenia,\n
      \n- pracovn\u00e9 ot\u00e1zky, etick\u00e9 hranice a r\u00e1mce bezpe\u010dnej pr\u00e1ce.\n

      \nPre\u010do sa m\u00f4\u017ee oplati\u0165: <\/b>zni\u017euje potrebu zaka\u017ed\u00fdm budova\u0165 pracovn\u00fa \u0161trukt\u00faru od za\u010diatku a podporuje konzistentn\u00fa profesion\u00e1lnu prax.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      L2 ani L3 nezah\u0155\u0148aj\u00fa individu\u00e1lne konzult\u00e1cie, posudzovanie konkr\u00e9tneho dokumentu, osobn\u00e9 odpor\u00fa\u010dania, workshop, kou\u010ding, mentoring ani pr\u00e1cu na konkr\u00e9tnom zadan\u00ed.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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      \n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 cenov\u00fd r\u00e1mec<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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      \u2014 Jasn\u00e9 hranice<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      \n\t\t\t\t\t

      Jasn\u00e9 hranice chr\u00e1nia transform\u00e1ciu pred nerealistick\u00fdm s\u013eubom aj technokratick\u00fdm z\u00fa\u017een\u00edm<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      Jasn\u00e9 hranice pom\u00e1haj\u00fa nastavi\u0165 realistick\u00e9 o\u010dak\u00e1vania a chr\u00e1ni\u0165 pou\u017eite\u013enos\u0165 v\u00fdsledku<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      \n \n\n
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      \n \"\" <\/div>\n <\/div>\n
      \n

      \n Slu\u017eba nenahr\u00e1dza mana\u017e\u00e9rsku zodpovednos\u0165 <\/h3>\n \t\t \t

      Pom\u00e1hame vytvori\u0165 podklady, r\u00e1mec a podporu, no vlastn\u00edctvo procesu a rozhodnutia o jeho fungovan\u00ed zost\u00e1vaj\u00fa v organiz\u00e1cii<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      \n \n\n
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      \n \"\" <\/div>\n <\/div>\n
      \n

      \n V\u00fdsledok nevznik\u00e1 iba nakreslen\u00edm diagramu <\/h3>\n \t\t \t

      Procesn\u00e1 mapa je u\u017eito\u010dn\u00e1 vtedy, ke\u010f jej \u013eudia rozumej\u00fa, s\u00fa jasn\u00e9 roly a n\u00e1vrh nadv\u00e4zuje na re\u00e1lne rozhodovanie, d\u00e1ta a syst\u00e9my<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      \n \n\n
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      \n \"\" <\/div>\n <\/div>\n
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      \n Pr\u00ednos nemo\u017eno poctivo garantova\u0165 bez zavedenia <\/h3>\n \t\t \t

      \u010cas, kvalita alebo n\u00e1klady sa m\u00f4\u017eu zlep\u0161i\u0165 a\u017e v\u010faka rozhodnutiam, implement\u00e1cii a priebe\u017en\u00e9mu riadeniu na strane klienta<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      \n \n\n
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      \n \"\" <\/div>\n <\/div>\n
      \n

      \n Kvalitn\u00e1 anal\u00fdza potrebuje pr\u00edstup k realite <\/h3>\n \t\t \t

      Spolupr\u00e1ca vy\u017eaduje primeran\u00fa dostupnos\u0165 \u013eud\u00ed, dokumentov, d\u00e1t a ochotu otvorene pomenova\u0165 rozdiel medzi form\u00e1lnym postupom a praxou<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      \n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 cenov\u00fd r\u00e1mec<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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      \u2014 Odborn\u00e9 z\u00e1zemie<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      Medziodborov\u00fd poh\u013ead, ktor\u00fd sp\u00e1ja strat\u00e9giu, procesy, d\u00e1ta, technol\u00f3gie a \u013eud\u00ed<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
      \n\t\t\t\t
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      Pepax prep\u00e1ja business anal\u00fdzu, procesn\u00e9 riadenie, organiza\u010dn\u00e9 porozumenie, pr\u00e1cu s d\u00e1tami a sk\u00fasenos\u0165 so zav\u00e1dzan\u00edm zmien. V\u010faka tomu sa proces neposudzuje iba ako diagram krokov, ale ako \u017eiv\u00fd syst\u00e9m \u013eud\u00ed, rozhodnut\u00ed, inform\u00e1ci\u00ed, technol\u00f3gi\u00ed a obchodn\u00fdch d\u00f4sledkov<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      Business a procesn\u00e1 anal\u00fdza<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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      Pomenovanie \u00fa\u010delu, hran\u00edc, pr\u00ed\u010din, po\u017eiadaviek a v\u00e4zieb medzi procesmi<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      Roly a organiza\u010dn\u00fd kontext<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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      Porozumenie zodpovednosti, spolupr\u00e1ci, rozhodovac\u00edm pr\u00e1vomociam a re\u00e1lnej kapacite \u013eud\u00ed<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      D\u00e1ta, KPI a technol\u00f3gie<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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      Prepojenie merania, informa\u010dn\u00fdch potrieb a syst\u00e9movej podpory s cie\u013eov\u00fdm sp\u00f4sobom pr\u00e1ce<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      Zmena a adopcia<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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      Pr\u00e1ca s komunik\u00e1ciou, sp\u00e4tnou v\u00e4zbou a podmienkami, ktor\u00e9 umo\u017e\u0148uj\u00fa pou\u017e\u00edva\u0165 nov\u00fd proces v praxi<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      Strategick\u00fd a z\u00e1kazn\u00edcky dopad<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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      Posudzovanie procesu pod\u013ea hodnoty, ktor\u00fa prin\u00e1\u0161a organiz\u00e1cii a jej intern\u00fdm alebo extern\u00fdm z\u00e1kazn\u00edkom<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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      \n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 odbornos\u0165 spolo\u010dnosti<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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      \n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"Transforma\u010dn\u00fd\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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      \u2014 S\u00favisiace cesty<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      S\u00favisiace slu\u017eby pod\u013ea toho, \u010di treba meni\u0165 sp\u00f4sob riadenia, procesy alebo konkr\u00e9tne syst\u00e9my<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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      \n \n\n
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      \n
      \n \"\" <\/div>\n <\/div>\n
      \n

      \n Coaching and mentoring <\/h3>\n \t\t \t

      Preh\u013ead slu\u017eieb zalo\u017een\u00fdch na individu\u00e1lnom alebo firemnom rozvoji cez vz\u0165ah.<\/p>\n

      \n
      \n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
      \n\t\t\t\t
      \n\t\t\t\t
      \n\t\t\t\t\t
      \n \n\n
      \n
      \n
      \n \"\" <\/div>\n <\/div>\n
      \n

      \n Corporate mentoring <\/h3>\n \t\t \t

      Sk\u00fasenostn\u00e9 vedenie a akt\u00edvny prenos know-how do firmy.<\/p>\n

      \n
      \n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
      \n\t\t\t\t
      \n\t\t\t\t
      \n\t\t\t\t\t
      \n \n\n
      \n
      \n
      \n \"\" <\/div>\n <\/div>\n
      \n

      \n Strategick\u00e9 poradenstvo <\/h3>\n \t\t \t

      Partner pre rozhodovanie vrcholov\u00e9ho mana\u017ementu, ke\u010f je potrebn\u00fd aj odborn\u00fd vstup.<\/p>\n

      \n
      \n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
      \n\t\t\t\t
      \n\t\t\t\t
      \n\t\t\t\t\t
      \n \n\n
      \n
      \n
      \n \"\" <\/div>\n <\/div>\n
      \n

      \n Consultation <\/h3>\n \t\t \t

      \u00davodn\u00fd rozhovor pom\u00f4\u017ee overi\u0165, \u010di je pre va\u0161u situ\u00e1ciu vhodn\u00fd kou\u010ding, mentoring alebo in\u00e1 forma spolupr\u00e1ce.<\/p>\n

      \n
      \n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
      \n\t\t\t\t
      \n\t\t\t\t
      \n\t\t\t\t\t
      \n \n\n
      \n
      \n
      \n \"\" <\/div>\n <\/div>\n
      \n

      \n Price list <\/h3>\n \t\t \t

      Vysvetlenie cenov\u00fdch hlad\u00edn jednorazov\u00fdch slu\u017eieb, mesa\u010dnej podpory a pr\u00edstupu do kni\u017enice.<\/p>\n

      \n
      \n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
      \n\t\t\t\t
      \n\t\t\t\t
      \n\t\t\t\t\t
      \n \n\n
      \n
      \n
      \n \"\" <\/div>\n <\/div>\n
      \n

      \n Odbornos\u0165 spolo\u010dnosti <\/h3>\n \t\t \t

      Sp\u00f4sob, ak\u00fdm Pepax prep\u00e1ja \u013eudsk\u00e9 porozumenie, \u0161trukt\u00faru, komunik\u00e1ciu a praktick\u00e9 rozhodovanie.<\/p>\n

      \n
      \n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
      \n\t\t\t\t\t
      \n\t\t
      \n\t\t\t\t
      \n\t\t\t\t
      \n\t\t\t\t\t
      \u2014 Naj\u010dastej\u0161ie ot\u00e1zky<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
      \n\t\t\t\t
      \n\t\t\t\t\t

      Praktick\u00e9 odpovede pred rozhodnut\u00edm o spolupr\u00e1ci<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
      \n\t\t\t\t
      \n\t\t\t\t
      \n\t\t\t\t\t
      \n
      \n\n \n
      \n
      \n \n \n \u010co presne znamen\u00e1 digit\u00e1lna transform\u00e1cia?<\/span>\n\n \n
      \n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
      \n\n
      \n

      Je to riaden\u00e1 zmena sp\u00f4sobu, ak\u00fdm organiz\u00e1cia vytv\u00e1ra hodnotu, funguje, rozhoduje sa a spolupracuje s vyu\u017eit\u00edm d\u00e1t a technol\u00f3gi\u00ed.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

      \n
      \n \n \n Ak\u00fd je rozdiel medzi strat\u00e9giou digitaliz\u00e1cie a IT strat\u00e9giou?<\/span>\n\n \n
      \n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
      \n\n
      \n

      IT strat\u00e9gia sa s\u00fastre\u010fuje najm\u00e4 na technologick\u00e9 prostredie. Strat\u00e9gia digitaliz\u00e1cie prep\u00e1ja technol\u00f3gie s hodnotou, procesmi, d\u00e1tami, z\u00e1kazn\u00edckou sk\u00fasenos\u0165ou a \u013eu\u010fmi.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

      \n
      \n \n \n Mus\u00edme vymeni\u0165 v\u0161etky existuj\u00face syst\u00e9my?<\/span>\n\n \n
      \n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
      \n\n
      \n

      Nie. Posudzuje sa, \u010do mo\u017eno zlep\u0161i\u0165, integrova\u0165, postupne nahradi\u0165 alebo ponecha\u0165 pod\u013ea hodnoty, rizika, n\u00e1kladov a z\u00e1vislost\u00ed.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

      \n
      \n \n \n Ako dlho pr\u00edprava strat\u00e9gie a transform\u00e1cia trvaj\u00fa?<\/span>\n\n \n
      \n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
      \n\n
      \n

      Od jedn\u00e9ho odborn\u00e9ho bloku cez viacstup\u0148ov\u00fa diagnostiku a strat\u00e9giu a\u017e po transforma\u010dn\u00e9 vlny, ktor\u00e9 sa priebe\u017ene vyhodnocuj\u00fa.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

      \n
      \n \n \n Ako sa meria pr\u00ednos digit\u00e1lnej transform\u00e1cie?<\/span>\n\n \n
      \n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
      \n\n
      \n

      Pod\u013ea o\u010dak\u00e1vanej hodnoty: sk\u00fasenosti, \u010dasu, kvality, n\u00e1kladov, dostupnosti, d\u00e1t, adopcie, rizika alebo schopnosti zav\u00e1dza\u0165 zmeny.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

      \n
      \n \n \n Ak\u00fd je rozdiel medzi \u00favodn\u00fdm rozhovorom a platenou slu\u017ebou?<\/span>\n\n \n
      \n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
      \n\n
      \n

      \u00davodn\u00fd rozhovor trv\u00e1 najviac 30 min\u00fat a sl\u00fa\u017ei iba na z\u00e1kladn\u00e9 pochopenie situ\u00e1cie. Nevznik\u00e1 pri \u0148om n\u00e1vrh hodn\u00f4t ani odborn\u00fd v\u00fdstup. Platen\u00e1 slu\u017eba zah\u0155\u0148a pr\u00edpravu, facilit\u00e1ciu, synt\u00e9zu a dohodnut\u00e9 materi\u00e1ly.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

      \n
      \n \n \n \u010co znamen\u00e1 minim\u00e1lny platen\u00fd rozsah od 290 \u20ac?<\/span>\n\n \n
      \n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
      \n\n
      \n

      Najmen\u0161\u00ed odborn\u00fd blok, pri ktorom u\u017e vznik\u00e1 dohodnut\u00e1 pr\u00e1ca alebo v\u00fdstup. \u0160ir\u0161\u00ed program sa nacen\u00ed pod\u013ea rozsahu.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

      \n
      \n \n \n Ako s\u00favis\u00ed mesa\u010dn\u00e1 podpora a kni\u017enica L2\/L3 so slu\u017ebou?<\/span>\n\n \n
      \n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
      \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
      \n\n
      \n

      Mesa\u010dn\u00e1 podpora pom\u00e1ha program pou\u017e\u00edva\u0165 a zlep\u0161ova\u0165. L2\/L3 prin\u00e1\u0161aj\u00fa podklady na samostatn\u00fa pr\u00e1cu, nie individu\u00e1lnu implement\u00e1ciu.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

      \n\t\t\t\t\t
      \n\t\t\t\t
      \n\t\t\t\t
      \n\t\t\t\t\t

      Za\u010dnime kr\u00e1tkym rozhovorom o transforma\u010dnej amb\u00edcii a s\u00fa\u010dasnej realite<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
      \n\t\t\t\t
      \n\t\t\t\t\t\t\t\t\t

      \u00davodn\u00fd rozhovor trv\u00e1 najviac 30 min\u00fat, je bezplatn\u00fd a sl\u00fa\u017ei na z\u00edskanie z\u00e1kladn\u00fdch inform\u00e1ci\u00ed. Nevznik\u00e1 pri \u0148om odborn\u00fd v\u00fdstup. Po rozhovore bude jasnej\u0161ie, \u010di d\u00e1va zmysel men\u0161\u00ed diagnostick\u00fd blok, ucelen\u00e1 procesn\u00e1 anal\u00fdza alebo viacf\u00e1zov\u00e1 spolupr\u00e1ca<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

      \n\t\t\t\t
      \n\t\t\t\t\t\t\t\t\t
      \n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tDohodn\u00fa\u0165 \u00favodn\u00fd rozhovor<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

      \u2014 Digitaliz\u00e1cia, technol\u00f3gie a inov\u00e1cie Digit\u00e1lna transform\u00e1cia a strat\u00e9gia digitaliz\u00e1cie […]<\/p>\n","protected":false},"author":1,"featured_media":18422,"parent":16442,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"elementor_header_footer","meta":{"pmpro_default_level":"","footnotes":""},"tags":[61,38,30,36,63],"class_list":["post-16510","page","type-page","status-publish","has-post-thumbnail","hentry","tag-change-management","tag-digitalizacia","tag-pre-firmy","tag-strategia","tag-transformacia","pmpro-has-access"],"_links":{"self":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16510","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/comments?post=16510"}],"version-history":[{"count":26,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16510\/revisions"}],"predecessor-version":[{"id":18443,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16510\/revisions\/18443"}],"up":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16442"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/media\/18422"}],"wp:attachment":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/media?parent=16510"}],"wp:term":[{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/tags?post=16510"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}