kishor Jagirdar

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Name: 
Kishor Jagirdar
Business Website: 
www.infopaceindia.com
Contact: 
91-80-28096111/112/113 (91-0-9845938269)
Organisation: 

Infopace Management Pvt Ltd

Introduction: 

He is MA (Pub Admin) and Economics , MBA (Marketing) and a PGDHRM . He is a practicing consultant for “Strategy & Change initiatives”.

His focus is on Start -ups, SMEs, mid sized companies as well as micro units. He has led change management on business models, innovation and organization climate in mergers, acquisition and also for the Government in Energy sector
He is a visiting Faculty at various B-schools for management studies.

As a CSR effort has been leading and driving social and ecological Projects in the areas of Resource Conservation, Rural Development, Organic Farming, Microfinance, Social Entrepreneurship and Education as an extension of his Change Management Drive.

KishorJagirdar's Specialities: Enterprise Development strategies,
Quality process-Including Six Sigma, Corporate Training, Assessment Center, Competency Resource Mapping, Strategic Management. Project Management, Strategic Transformational Leadership, Change Management, Innovation, Creative thinking with Thought Leadership, Entreprenuership and Customer Relationship Management.

History

Member for
12 years 4 months

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Just like the files laid one upon each other will hold weight of the upper ones and at a given point will result in the top most of the files falling down and thus establishing a sense of balance for the remaining ones. Likewise the mind or the psyche is able to absorb the reality around and relate to only to the extent of what the evolving has
Despite, or perhaps because of, its insight and ubiquity, the Myers-Briggs Type Indicator instrument - the world's most widely used personality assessment, is sometimes misused by individuals and organizations. Proper use of the instrument results in expanding vision and opportunity, while misuse can result in pigeonholing and exclusion
What are the main reasons that cause change fatigue and what can organisations and managers do to minimise this at all stages of a change/transformation programme?   Today’s corporations are dominated by meaningless activity and unremitting pressure for success. That certainly establishes lofty targets, but fails to define routes
1. Address the “human side” systematically. Any significant transformation creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant. Dealing with these issues on a reactive, case-by-case basis puts speed
Anyone with experience in change management knows that efforts can succeed or fail based on communications. Experience consistently teaches that it's almost impossible to over-communicate when leading change. Not many sources, however, give practical advice on how to build a strategic communications plan for change management. The core
"It is not the fittest who will survive the change but those who are having the ability to adopt to change" – Charles Darwin Understanding the change that is hitting all of us and managing it has become almost the primary task to survive as a business enterprise The current change that is engulfing every industry with market

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1. Address the “human side” systematically. Any significant transformation creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant. Dealing with these issues on a reactive, case-by-case basis puts speed
Just like the files laid one upon each other will hold weight of the upper ones and at a given point will result in the top most of the files falling down and thus establishing a sense of balance for the remaining ones. Likewise the mind or the psyche is able to absorb the reality around and relate to only to the extent of what the evolving has