They are made either any of the following- - Tech job, - Business job, - Nut job, or - Enterprise job. What's yours? Can you do it better from your existing drive? Whatever you do, your output should facilitate not just your organization's goal but a little more than what you originally planned. Leaders usually kept them in the mind, so subtle only them knows it, but with some useful and delicate strategies employed people really are doing a good job, and working to improve them, too. That's the beginning why corporate social responsibility, or even the consequential environmental, social and governance initiatives can be a potent move to do something, if pertinent or weighty is even the right word. That doesn't need an ostentatious resources but the effect is meaningful for stakeholders, everyone we meant.
A refresher, confidence booster you may say, or something more solid. Have been a professional but just want to be assured how it would look like to be one in—or no matter your education prior to embarking on to—the real world of IT practice.
This is exactly what we have envisioned for.
It's time that we become literally serious about: An investment in knowledge pays the best interest. - Benjamin Franklin; and this: Money often costs too much. --Ralph Waldo Emerson
An IT for everyone, with iclassed initiatives, you may not want to be a hardcore practitioner but will have the ability to infer what's happening within your enterprise.
We have been developing customized and running learning programs for as long as we have been in the industry. We are making it readily available for everyone to be educated of IT regardless of professional background.
Practitioners like us who have been engaged by employers from the industry, academe and government with different and most of the time rigorous requirements, have learned and worked so hard to come up with a training program that is imperative and stresses axiomatic structure, content and facilities. Even when presented with, say, business including but not limited to financial audit principles, ours is we contain their focal points and applicability with and, the depths of, IT.
Crucial on, and blending, theoretical depths, practical applications and stakeholder engagements—true, being the core for business systems and IT’s main reason for investment.
We’ve seen it with our own eyes that trainings need to be designed and must be followed through according to the needs of the learner. Say, for IT practitioners, aside from being the prowess in their own doing as our usual expectation, one thing is to be earnest in collaboration with business people. For non-technical people, that is to understand what’s happening and not just blindly delegate diligence and handing over their own IT responsibilities to their IT people. Making IT a truly enabling mechanism and business facility. A business system requiring interactional, albeit differentiated, elements working with their integrity intact and in concert. IT practitioners shouldn’t shy away from responsibilities no matter how hard they are. They can make it apparent to stakeholders any predicament and bring everyone and collectively working on the same page for plausible decision making.
In our IT consulting, we cover these same subjects and are part of the wider development of IT consultants' technical facilities. The kind of consultants we are aware of, knows very well to dig deeper and get to the crux of their matter. That places them at the elevation of IT practice. Their production is authentic—that is supposed to be the goal for IT consultants. Somehow, in our lifetime, taking out the trivialities, we need to stop learning and start contributing (or make learning 30% and contributing 70% of our time and efforts at work; this is completely different from school learning and production expectations).
In Classic Drucker 2006 Harvard Business Review book, a compilation of his articles published there, Peter Drucker said, continuous learning must accompany productivity gains. Redesigning a job and then teaching the worker the new way to do it (citing Taylor's work) cannot by itself sustain ongoing learning. Training is only the beginning of learning. The greatest benefit of training comes not from learning something new but from doing better what we already do well (thanking Japanese ancient tradition of Zen).
Outlines of various IT courses, coming soon. Or get in touch if in a hurry.
Take a look at the following—
1. Defensive & offensive IT (DOIT) program.
Some important information when attending training i.e. payments, materials and withdrawals.
This is exactly what we have envisioned for.
It's time that we become literally serious about: An investment in knowledge pays the best interest. - Benjamin Franklin; and this: Money often costs too much. --Ralph Waldo Emerson
An IT for everyone, with iclassed initiatives, you may not want to be a hardcore practitioner but will have the ability to infer what's happening within your enterprise.
We have been developing customized and running learning programs for as long as we have been in the industry. We are making it readily available for everyone to be educated of IT regardless of professional background.
Practitioners like us who have been engaged by employers from the industry, academe and government with different and most of the time rigorous requirements, have learned and worked so hard to come up with a training program that is imperative and stresses axiomatic structure, content and facilities. Even when presented with, say, business including but not limited to financial audit principles, ours is we contain their focal points and applicability with and, the depths of, IT.
Crucial on, and blending, theoretical depths, practical applications and stakeholder engagements—true, being the core for business systems and IT’s main reason for investment.
We’ve seen it with our own eyes that trainings need to be designed and must be followed through according to the needs of the learner. Say, for IT practitioners, aside from being the prowess in their own doing as our usual expectation, one thing is to be earnest in collaboration with business people. For non-technical people, that is to understand what’s happening and not just blindly delegate diligence and handing over their own IT responsibilities to their IT people. Making IT a truly enabling mechanism and business facility. A business system requiring interactional, albeit differentiated, elements working with their integrity intact and in concert. IT practitioners shouldn’t shy away from responsibilities no matter how hard they are. They can make it apparent to stakeholders any predicament and bring everyone and collectively working on the same page for plausible decision making.
In our IT consulting, we cover these same subjects and are part of the wider development of IT consultants' technical facilities. The kind of consultants we are aware of, knows very well to dig deeper and get to the crux of their matter. That places them at the elevation of IT practice. Their production is authentic—that is supposed to be the goal for IT consultants. Somehow, in our lifetime, taking out the trivialities, we need to stop learning and start contributing (or make learning 30% and contributing 70% of our time and efforts at work; this is completely different from school learning and production expectations).
In Classic Drucker 2006 Harvard Business Review book, a compilation of his articles published there, Peter Drucker said, continuous learning must accompany productivity gains. Redesigning a job and then teaching the worker the new way to do it (citing Taylor's work) cannot by itself sustain ongoing learning. Training is only the beginning of learning. The greatest benefit of training comes not from learning something new but from doing better what we already do well (thanking Japanese ancient tradition of Zen).
Outlines of various IT courses, coming soon. Or get in touch if in a hurry.
Take a look at the following—
1. Defensive & offensive IT (DOIT) program.
Some important information when attending training i.e. payments, materials and withdrawals.
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