Processworks was founded in 2004 with its aim to develop competencies of organizations and individuals in the areas of Project Management, Software Testing, Business Analysis, Agile and Process Management.
Processworks is primarily a Training and a Consulting company.
Training offerings are a combination of individual level certification programs and skills development courses. The list of training courses can be viewed here.
Consultancy services offered are assessments or appraisals to determine the project management, business analysis or software development maturity of an organization or a team.
Processworks maintains a string of creditable accreditations from globally recognized certification bodies and is also an active player in the regional government led programs that promote professional development and international qualifications.
The company is based out of Singapore and Kuala Lumpur and provides services across the Asia Pacific, South East and South Asian region.
Even in the most far flung corners of the developing world, you can buy a bottle of Coca Cola. But often in these same places, one in seven children die before their fifth birthday from preventable causes like dehydration from diarrhea. ColaLife, a nonprofit organization based in Britain, aims to bring vital medicines to vulnerable children via the same distribution system Coca Cola uses.
In the mid 1980s, Simon Berry was working in Zambia for a British developmental aid agency when he came up with the idea. At the time, it was hard to get anyone to listen to his idea. Then, three years ago, Berry started a Facebook group and began advocating his idea on the BBC. His support base blossomed with thousands of Facebook followers.
The soft drink company started talking to him about how to get his innovative idea off the ground. Now, ColaLife has finally taken on a life of its own and will begin its trial run in Zambia early this year.
Simon Berry:I think it because they have created a value around their products so people know about them and, for whatever reason, they want them. In addition, they managed to enable people to make money satisfying that demand. Lots of people in the past have highlighted the effectiveness of the Coca Cola distribution system and wondered why we can do the same with simple medicines. But no one has followed wholesale cheap nfl jerseys it through in a systematic way like we have. We operating from the wholesaler level downwards after the truck drops off the Coca Cola products. We are piggybacking off the secondary distribution system. That an independent distribution system, which takes the product on the so called mile to its final destination.
When we say “last mile,” it could mean the last six, seven, eight or 10 kilometers of rough terrain. The secondary chain is run by local, independent entrepreneurs and crates are carried by bike or bus or whatever means possible. We will create a demand from the community and it will be possible to make money fulfilling that demand. How did you come up with that concept?
Berry:Just through the study of the system and talking to local people. We realized that actually the primary part of the Coca Cola distribution plan is not unique. Many products go from Lusaka [Zambia] to a secondary distribution point. What is special about Coca Cola is the distribution to remote communities. It a demand driven system. Coca Cola doesn push these products into these communities. They pulled into the communities by demand from consumers. Coca Cola wouldn talk to me as an individual. What we doing now is a direct result of social media. Three years ago, I went on Facebook and went on the BBC web site and started talking about our idea there. As supporter numbers grew so did my power to engage with the international organizations we need to make this work. As well as Coca Cola, we had a direct line to UNICEF and SABMiller. Top experts began to search us out. Our online profile has pulled all these powerful partners together to try something different. from the early nineties setting up online communities. What became apparent in that process is that if you want to gather support around an idea, it better to go where your supporters will be and not expect them to come to you. So we went on Facebook and the BBC.
We realized that it more effective to go to an online community with like minded values rather than creating an online presence and expect people to come to it. We didn have a web site until six months into the program. We have established a community based around Facebook. Going to where our supporters may be was a conscious decision and a very successful one. Others have set up a web site and expect cheap jerseys china people to come to them but what happens is that your potential supporters don know it there. How has open innovation helped your idea?
Berry:It has been very important. It cheap jerseys shop has been the foundation of everything. We didn go to Facebook with a precise idea. We went with a general idea of distributing children medicines by sharing the Coca Cola distribution system. Our idea has developed. People have challenged and criticized us. And the idea has got better and better wholesale nfl jerseys as a result. How important is that in Africa?
Berry:It crucial. Children are the future of everything, aren they? Not only is it morally unacceptable and incredibly distressing to have high child mortality rates, it doesn make sense for economic development. Reducing child mortality makes sense from all angles. Why have you decided to use a hybrid model instead of doing pure charity?
Berry:We have demonstrated over the last two to three decades that working in silos, such as nongovernmental organizations, public organizations, and in the private sector, have not solved the problem of child mortality. today. Carrying on as we have been doing is not enough. We need a step change. And we need innovation to achieve this. We need to join people across sectors for a collaborative effort. One sector doesn have all the expertise but coming together we may be able to move more quickly towards solving the problem. We don want ColaLife to own the strategy or concept. We want to be public about what we doing. We want to share lessons learnt as we go along. We want other people to pick up lessons and incorporate new methods and new thinking into their own operations. We don see ColaLife as having more than two or three people employed [directly as part of the organization]. We want the rollout to be done by others. Our role at the moment is to produce data that people can trust so that they can incorporate our experiences into their own operations. Basically, we want to be a catalyst, not a controller.
Berry:I don necessarily see things as frustrations. I see a whole load of issues that need addressing. You don need to see the development process as a set of frustrations. It really a big opportunity to have a really big impact. It one of the reasons I enjoy working in the development environment. I believe that I can have a bigger, more positive impact working in developing countries than I can working in more developed countries. This is certainly the case with something like child mortality.Articles Connexes：
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