By Digoy Fernandez

There are many compelling reasons for continuing education, and this is true for executives meant for higher positions, aging dinosaurs of the corporate world, but especially for crusty entrepreneurs who have built up businesses from scratch. When we wanted to change the mind-set of the middle and top executives of a particular organization, we would start by sending junior executives to school for either short courses or full-scale MBAs. Before long, the more progressive among the middle managers demanded some form of continuing education of their own. After a few years, different levels of management and staff were undergoing complementary management education, and our organization spawned a generation of decision makers and thinkers who could self-start or handle crises on their own.

When we first proposed computerization, the immediate answer was that it would cost too much. This was in the early late 70s and early 80s, mind you. An opening occurred when we were loaned some versions of the early word processors by a client. These WPs were strategically distributed by my office to a select of group of senior executive secretaries…who became enamored with their new toys and demanded that they be kept with their offices permanently. Faced with certain rebellion from the senior secretaries’ ranks, senior management caved in to this first thrust in favor of automation.

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