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There is good news! You do not need to know technology to be IT-savvy. Sounds unbelievable? But it is true.
This seminar covers just what you need based on deep research on this technology and on the behavior of people affected by this technology.
Computerization is not all technology, it is a lot to do with people and management. So you can leave the technology to the IT folks and focus on what you CAN learn. What you need to learn is in the realm of what you have been doing all along as managers – that is managing people and managing change. You will learn that you had all along been trying to be IT Literate whereas what you need to be is IT Aware. And what is the difference between the two? This seminar covers that, and more of just what you need to be successful IT Aware Managers.
IT Awareness is a specialized skill required to manage IT Driven Change. Though you do not need to learn the technical stuff, there is something special about this technology that you need to know which unfortunately is not talked about in most IT courses or IT seminars. This is not very obvious and not often discussed as most seminars tend to focus too much on technology. You as managers need to know how people react to this technology, what they understand about it, what they do not understand and most importantly, what they misunderstand about it.
In your computerization process, more than anyone else, YOU are the person most responsible to bring about the change. This seminar will make you capable to be that catalyst for change, and grow in your career by reaping the benefits of technology.
Why this Seminar?
While it benefits your company, this training benefits you personally too – both in terms of your success in your company and your personal growth as a professional. Managers with IT awareness are in greater demand in the market. There is already a great digital divide, Managers who are IT Aware and those who are not. Which side would you like to be on?
Today your professional growth depends on how well you use technology to streamline processes in your department and reduce your day to day stress. You will be able to interact with the IT folks with more empathy and thereby use technology more effectively without the frustrations and pains which most go through. Because you will empathise with them, you will be IT department’s most favoured party to automate processes, as they also need partners who can help them succeed and grow.
will be in complete control of the four "demons" of IT-Driven Change:
Technology, Processes, IT People and your own team reeling under the
impact of change.
Computerization has been a pain in the neck for most CEOs and Department Heads. A lot of it has to do with their ignorance - “I just don’t understand anything of this. I don’t know what to do when there is a problem, so I just leave it to my managers.”
Imagine you are the CEO overseeing say a Financial Application implementation
in your company. The system implementation is in shambles. In a typical scenario, the IT Head thinks Finance
department is not doing its job and Finance department thinks IT is not doing
its job. Things just aren’t working out. You know that as a CEO you must take
it head on and call for a meeting, but sub-consciously, you keep postponing
this meeting because you just do not know what to do after you call for a
meeting. After all this technology stuff doesn’t make sense to you. Finally,
you call them for a meeting and listen to both, but all this sounds so
complicated. You sense the strange pain in the belly because you just don’t
know what to do. You don’t at all feel that you are in control since it is all
so confusing. Finally, you say, “You are both senior managers, I leave it to
you to sort out the problem, but I don’t want it escalated to me. You do
whatever you want, but I don’t want to see any conflict there.” You feel the
pain and frustration because you are not in control. You have taken the first step to failure.
In another scenario, if the CEO does not behave the way described above, he may come on heavily on one or both of them. A CEO either shows total lack of participation and inaction, or he may overreact - eiither way the CEO is digging his grave, or at least ensuring IT project failure. One may say that it is a good approach to delegate and let the managers sort out the issue - but not so in this case. CEOs have to lead the IT-Driven Change from the front.
If you are the Finance department head or a senior Finance executive in the above scenario, there are more problems for you as you are in the thick of the fight.
Do you want to change this? Do you want
to be in control? After all, IT success means your success.
Do you want to know what is causing the problem? Do you want to know what should be your action in such a situation? Do you want to be clear as to what actions on your part can make or mar your company's or departments's automation? Do you want to clearly see the possible causes of the confusion so that you can more confidently address the issue and not feel frustrated about your helplessness? Or do you just want to leave it saying, “I just don’t understand this IT stuff. It is too technical”?.
You will learn in this seminar that after all it is not so complex as you thought, and all within your purview.
What will change for you is the following:
you have been consciously or subconsciously avoiding to address the problem head on. After the seminar you will feel confident to address it head-on.
there will be a marked change in the way you see the problem, leave alone address this problem
you will be more clear in your mind and will have no hesitation, or goose bumps in your belly.
you will not avoid but make positive contribution – just the right one – not too less to let it drift nor too much to interfere and de-motivate the team
you will be able to direct the project to success with a purpose and finally reap the benefits for yourself.
you will be able to intelligently look at your team and make the right choices of people with the right frame of mind to make the project a success.
you will know what to monitor, what actually causes problems (as against what appears to cause problems) and how to address these problems.
In short, you will know what are the right strings to pull to ensure success.
You will know
People and how they behave under the impact of changes taking place in your organization due to automation
The characteristics of information technology itself, some inherent flaws and pitfalls which makes it so painful to implement it
How to safeguard against these pitfalls
Major misconceptions which are the root cause of employee stress, friction between peers and frustration in companies.
Corporates are incurring heavy losses on account of failed implementations – leave alone the opportunity cost and the impact of friction and frustration among senior managers.
Statistics place implementation failures to anything between 60% and 80%. The cost of ERP implementation is not the software cost alone, it includes hardware cost, training cost, cost of senior people’s time and most important the consultant fees, which are very high.
The cost of average ERP implementation for a medium to large enterprise with 100 to 250 users is about Rs. 25 million and the total cost of ownership around Rs. 45 million (Source: Aberdeen Group, August 2006). With cost of services having shot up, the cost will be higher.
With average 70% failure rate, you know what to expect. Would you like to only blame it on the IT folks for this failure and wash your hands off or contribute actively and effectively to make it a success? After all computerization success would impact your success more than it would affect the IT folks. After all success in your field depends on how you can effectively use cutting edge technology to your advantage.
Who Should Participate?
Participants can be CEOs, Entrepreneurs, CXOs, Business Heads, Department Heads, Line Managers, etc. In other words, any managerial staff at any level.
Participants can cut across all functions. Whereas the program is useful for non-IT managers from all functions like Finance, production, materials, procurement, HR, Admin, etc., it is equally useful for IT managers like CIOs, Sr. Mangers, Project Managers, Analysts, implementers, program managers and team leaders.
Whereas it is particularly useful for companies which are at an early stage of implementation or those who are planning to implement it in the near future, it will be useful also for those who have already implemented applications.
Prem Kamble is a Computer Professional with MBA from IIM Calcutta and B.Tech. from IIT Bombay. He has passed Advanced Management course called "Energo Cybernetic Strategy” with flying colors from Germany. He has also attended self-development programs like Est, Forum, Advanced Course, SELP (Self Expression & Leadership Program), etc. organized by Landmark Education Foundation, USA (earlier Centers Network) which have helped him to develop a broader outlook and a different way of thinking.
He has successfully overseen technology transitions for over 25 years. During his career, he has been a keen student of IT Management, Change Management, particularly the people and psychological issues of IT transformation. Here he shares his rich experience and learning with Top Professionals like you.
He has very closely interacted with people and lived with them during the struggle of technological changes. He, therefore, knows their fears, discomforts, anxieties and frustrations as they go through the implementations. He also knows what exactly they think they need to know of this technology, and what they should actually know.
He has worked both as Software Delivery head in SEI Level 5 companies and as Head of Technology in manufacturing companies. As Software Delivery Head in SEI Level 5 company, he created records of
Delivering all projects on time
Highest Repeat Orders
Highest Resource Utilization
As Head of IT in companies like Essar, Sutherland, Pidilite, Modi Rubber, etc. he has been extremely successful in conceptualizing and implementing computerized systems in the toughest of situations. He has expertise right from high-level IT Strategies and Management of IT-Driven-Change to down-to-earth software delivery.
He started his career as an analyst/ programmer and in less than five years was heading the IT function for a group of companies. He has major contribution in introducing computers for business applications in reputed companies. His areas of interest are business orientation and human orientation in Information Technology, study of the psychology of evolution from industrial era to information age, etc.
With a right mix of People, Process and Technology (PPT) expertise, he specializes in Business Process Automation focused on business objectives and people. Having managed IT on behalf of both IT user companies and SEI CMM Level 5 software manufacturing companies, he has expertise right from high level IT Strategies, Change Management, Strategies for IT implementations, upto down to earth system architecture and software delivery. With his close study of the businesses and people, he brings the insight to develop business solutions that work for businesses and people.
He has published articles on InfoTech management in the country's leading magazines. Most of the articles display an 'out-of-the-box' thinking and a knack to see what is not so obvious. He has also written on an objective analysis of God and Religion. Though these two areas of IT Management and Religion may seem to be poles apart, Prem believes that they are actually very closely related - both are a study into the human psychology of change.
On Business Orientation in IT
Prem Kamble’s IT Strategy to get maximum Business Benefit was published in Times of India. This is an excellent real life case study of ways to maximize your business benefits in IT. Click here to Read
On People Orientation in IT
Prem Kamble created a record in a SEI Level 5 company by delivering all projects on time and to specs, to the utmost delight of his overseas customers. He penned down the success factors in an article. Click here to Read.
On Successful IT Implementation Strategy
His Implementation Strategy and People orientation which led to the success was published as a cover article in Computers Today. This makes a good case study in key success factors of IT Implementations in companies. Click here to Read.