Flying Blind Intensive
Boost Your Productivity . Engage Your Employees .
Satisfy Your Customers
Live One-Day Training for Experienced* Project Managers,
Change Managers and Business Analysts Only
The Flying Blind Intensive With Stephen Hay
*You must have three or more projects behind you of which at least one failed to realise the expected benefits.
For more details, keep reading.
Dear Project Manager, Change Manager or Business Analyst,
Here’s a very real problem: too many projects fail to achieve the expected benefits and no-one really seems to care. Not only do they not seem to care, they don’t really know how to fix the problem.
Has this been your experience?
You’re not happy with your project results and you’re only partly happy with your ability to prevent these failures from happening again.
So you do what all project managers do: you get training and you try to improve.
You work on your project management techniques.
You learn different methodologies. You gain many and varied certifications. You attend myriad conferences.
But nothing changes.
Nothing changes because it’s not your technique that needs fixing.
It’s your understanding of the organisation you seek to change that needs to improve. Dramatically.
And you might be thinking “well, if you follow the process rigorously, the benefits will flow… we just need better processes”
And if that’s what you’re thinking, if that’s where your limits are, then this might not be for you.
Which is why we have strict entry conditions for the one-day Flying Blind Intensive and for working with me and my team.
You need to be a working project manager, change manager or business analyst with a track record. You need to have a service you’re proud of, that delivers results to your clients that you can stand by, and you’ve got to have been doing it long enough for you know that the work you do is proven and effective.
We run half-day workshops in Sydney, Brisbane, Melbourne, Wellington, Auckland and Christchurch three times per year. The next cycle will be in August 2017.
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