DATE
Saturday, 23th November, 2019
In the last 25 years JIMS has created a niche for itself in the fields of Information technology and Management. The Post graduate programs namely PGDM, PGDM(International Business), PGDM(Retail management) are approved by the All India council for Technical Education and are accredited by National Board of Accreditation (NBA) . All the post graduate programs have been granted equivalence to MBA degree by Association of Indian Universities (AIU). The National Assessment and accreditation council (NAAC) has accredited JIMS as an ‘A ‘grade institution. The Guru Gobind Singh Indraprastha University (GGSIPU) affiliate courses include MCA, BCA and BBA. MCA programme is AICTE approved and NBA accredited. The institution has recently became the first college in Delhi to get an Autonomous status from UGC for its university affiliated courses.
JIMS Rohini is among very few institutions to receive SAQS accreditation for excellence in imparting quality education. This gives JIMS an edge to attain greater international visibility specifically among South Asian Countries.
“Everything is going digital. Some describe digitalization as a tsunami — I call it a wave of several tsunamis hitting the B2B world. Most businesses have heard the wake-up call and jumped on the bandwagon. Some are just getting started and are in panic mode to catch the high-speed train. Regardless of where you are on the path to digitalization, the trend is real and it’s here to stay.” —Stephan liozu
In this era of rapid digital transformation, new technologies have opened up opportunities and created challenges, fundamentally transforming customer experiences, operating models and the work environment.
While the scope, scale, and complexity of business technology has evolved at an exponential rate, sophisticated technology has also become more accessible to a wider audience. Such accessibility enables a thriving digital culture which can be a source of competitive advantages across all business functions – recruiting, training, sales, sourcing, manufacturing, logistics, marketing and more. While in the past, technology providers like: Fingent predominantly worked with IT departments and other functions like
finance, sourcing, HR, project management and logistics, with minimal or no involvement of the customer’s IT team. More importantly, access to robust technology is also no longer exclusive to large enterprises. Commoditization, outsourcing, and good connectivity have driven down costs, making technology accessible to businesses of all sizes, across the globe.
By providing an attractive basis for innovation, improving cost efficiency and differentiation, the synergy between technology and business processes is no longer optional, but a must-have. Studies reveal that 55% of start-ups have already adopted a digital business strategy compared to 38% of traditional enterprises. While the specific technologies that can be leveraged for business growth, will vary widely across organizations, there are a few common themes that business leaders can consider.
“Digitization and digitalization are two conceptual terms that are closely associated and often used interchangeably in a broad range of literature. There is analytical value in explicitly making a clear distinction between these two terms.” – Scott Brennen and Daniel Kreiss
Saturday, 23th November, 2019
9:30 AM - 5:00 PM
PHD HOUSE, August Kranti Marg, Siri Institutional Area, Block A, Nipccd Campus, Hauz Khas, Delhi 110016
Mr. Manish Gupta, Chairman, JIMS, Rohini
| S.no | Session | Topics | Time |
|---|---|---|---|
| 01 | Session 1 | Macro Level Perspective and digital preparedness of Industry | 9:30 AM - 11:30 AM |
| 02 | Tea Break | 11:30 AM - 11:55 AM | |
| 03 | Session 2 | Initiatives or scope for industries in the digital era | 11:55 AM - 1:30 PM |
| 04 | Lunch | 1:30 PM - 2:25 PM | |
| 05 | Session 3 | Disruptions in the age of Digitalization | 2:25 PM - 4:00 PM |
In today’s global scenario, digitalization process will require transformational work. With the emergence of new competitors and disruptive changes in business models, digital transformation and business transformation must be well on the way in a matter of 2 to 4 years. The rate and speed of disappearance of industries as well as companies have tremendously accelerated. The issues which can be discussed:
How to prepare our team for an electro-shock, how to select the right sequence for transformational work, How to integrate all transformational activities into a single change management/leadership vision, How to properly fund all the relevant investment with a proper data management ecosystem.
Indian digital economy is going to touch USD one trillion in next five years, giving enormous business scope to the industries in the digital era. And all these initiatives of ‘Digital India’, ‘Make in India’, and ‘Start up India’ designed to strengthen the ecosystem of the country for good governance, and fast delivery is going to create new opportunities.
Disruption is a force that is changing the corporate landscape like no other. Today’s organisations are not just being driven to transform to meet the demands of digital. With the recent wave of disruption that has left many in its wake, firms now frequently find themselves competing with players outside their own industry. This unprecedented disruption is happening fast, as many well-known incumbents will attest. Succeeding in this volatile environment requires not only a thorough understanding of what disruption is and how to deal with it. Even more importantly, you must know how to disrupt others .In this the participants should discussed on how companies face the challenges arising out of this.
In the broad perspective of main theme, speakers are expected to deliberate on the above or related topics in the context of industries or their own organisation. Session I, II, & III have Question and Answer at the end.