EMPROSS Business Sectors
Business Development | more
Technology Development & Digitization | more
Green Development | more
Governmental Development | more
Strategic Development | more
Project Management and Innovation Services | more
Technocratic Enterprise Engineering | more
Research and Development | more

EMPROSS at a Glance

The Issue:  Driven by the fact that every organization today is considered as a Software Intensive Organization (SIO), that software dependency tends to grow in every operational organizational sector and initiative. While the software crisis was, is and seems that it will still be, for many years ahead, a major issue arises in the management of information technology initiatives, concerning the development of technology, acquisition of technology or transition to technology, technological investments and plans.

Despite the fact that many organizations are willing to invest on their technologic and technocratic maturity, their efforts often fail since they found difficult to measure their maturity and capability, result on actions based on those usually insecure measurements.  Organizations fail not because they cannot solve their problems, but because they cannot identify them.  Identifying a problem in an organization requires technocratic maturity, a concept which is very different than the technological maturity that can be found in most of the organizations.  Technocratic maturity is based on the ability of an organization to prepare and execute a strategic information technology plan based on the capability of the organization to use, absorb, and benefit the most from the technologies that will be inserted and used in the realization process of that plan.  In other words, technocratic organizations buy what they are capable to use based on the maturity of their processes, people, strategy and market.  On the other hand technologically mature organizations are kind the opposite of the technocratic matured ones.  Those organizations tend to believe that technology will solve any problems because it is meant to do so.  Unfortunately technology is not a life saver, and it may damage an organization as much as it can help.

 As organizations today tend to be more and more SIO, technocratic culture development is very crucial.  The concepts of technocratic strategy and culture development in an organization can be captured in the term ‘Technocratic Enterprise Engineering’.  Organizations today need to be developed or realigned with the technocratic development concepts.  In the globalized world we are all into today, every investment, business initiative, strategy and vision must be measurable and rewarding, but in order to measure one must know what and how to measure.  Technocratic developed is based on the ability to measure the capability of an organization and plan based on that, requiring the adjustable to the organization process models and project management practices.  Any organization of any size and sector can be or should be technocratic today, not only for the development but primarily for the survival.  

The Opportunity:   Increased ROI and safer investments -As profitability and development are major concerns for organizations. Billions of moneys ($/€) spend yearly of business process re-engineering, business process management, business transformation and business process improvements.  Unfortunately most of those projects and initiatives have little or no success at all since they are being executed in high level organizational and management levels talking little or no consideration the organizational power engines which is the workforce and their ability to adopt the ambitious and promising business plans.  On the other hand this failure is also caused by the adaptation of the best practices.  A major question on the term ‘best practices’ is for whom the best practices are best? and how easy it is for an organizations to change to the ‘best practices’?  The same fuzziness can also be found on the term ‘trends’.  What is a market trend? How can it be defined and what kind or size of organizations can follow successfully the market or the financials, change the process, or the development and technology trends?  Such concepts are as fuzzy as the fashion best practices, or fashion trends which usually create fashion victims with little and/ or no results on their fashion concepts.  A ‘size 2’ for example might look great, but how many can wear it?  A business process model or an investment management approach might be considered as best practice or trend, but how many and what type of organizations can afford it, or adopt it successfully?  Today there are hundreds of thousands and millions of organizations seeking technocratic development based on adjustable and cost effective processes and initiatives.  Organizational development strategy as of today is a luxury, primarily for the large scale organizations, those who can absorb the adaptation cost even of a wrong strategy, but what about the mid range organizations, and the SMEs? Technocratic maturity, process engineering and project management needs to affordable by anyone and adaptable to anyone.  For this, the European Union will spend more than 16 billion € for R&D on process engineering the next 5 years.  The technocratic enterprise engineering opens a huge market worldwide with millions of potential customers.

Our Company & Solution:  Founded in May 2001, EMPROSS SITC & Co. is a leading organization in the information technology process engineering field. EMPROSS Strategic IT Consultants is a professional services oriented organization with in house developed methods, practices and process models derived from an extensive market research and academic research as well.  EMPROSS is divided in five organizational units.  

1.)  The first one is the Research and Development unit staffed with highly educated personnel (over a dozen PhDs) performing research on process engineering and adjustable project management models and methodologies.   The R&D unit developed the ARIADNE project management methodology, the ASPAM technocratic assessment method, the EMPROSS process optimization matrix, and many other technologies and techniques on requirements engineering and management, tender management, project cost management, contract management etc. 

2.)  The second department is the processional services implementation unit which readjusts, customizes and implements the results of the R&D unit based on the needs, goals and maturity of each client organization.  At EMPROSS each client is approached with similar practices but with different execution of those practices.  EMPROSS believes that methodologies do not exist today, but only projects.  Methodologies are adjusted on the projects, and being reshaped each time based on the project technical and organizational constraints.  

3.)  A third department is the product development and training which transforms some of the professional services as products and training courses offered to organizations with extensive use of those services. 

4.)  The fourth department is the international marketing.

5.) The fifth department is the international and multidisciplinary projects implementation.   This department implements projects in the banking, financial, defense, shipping, logistics, manufacturing, health, energy, environment, health and other vertical sectors by combining state of the art technologies, project planning, and strategy development practices for the realization of critical and large scale projects worldwide.

 EMPROSS operates primarily in the surrounding and worldwide markets, than the domestic one - Greece.

Note:  The EMPROSS professional services are presented in the following categories: Development of Process Models for the Management of Technocratic Initiatives and Investments, Technocratic Enterprise Engineering Transformation, Technical and financial Planning of Technocratic Investments, Adjustable Project Management Services on Systems Development and Acquisition Initiatives, Adjustable Project Management Services on Technocratic Investment Strategies, Technocratic and Process Maturity Assessments, Technocratic Culture Development (Peopleware), Executive Business Informatics Training, Quality Assurance of Technocratic Development Processes, Achievement of Research and Development Funds.                                                                                                                       

Our Customers:   More than 100 customers trusted EMPROSS as of today of differences size and in different sectors.  No project or organizations is too small, too large or too far for EMPROSS.  Most of the EMPROSS customers are in the Banking and financial sector, IT sector, and in the Manufacturing industry.  Other customers are in the government, the military, the food, the shipping and the trade sector as well. 

Executive Management:   Dr. Evangelos Markopoulos, Managing Director,  Mrs Olga Thomopoulou, President,  Mrs. Nicole Bouzoukou, Vice President, Dr. George Kalkanis, Technical Director. The core EMPROSS team has over 100 years of combined experience and knowledge, in the business, financial, and technology areas including extensive management experience.  EMPROSS also retains strategic academic and business partnerships with related organizations, field experts, universities, academic and business institutions in more than 30 countries worldwide.   

Competition:  The “world class” consulting firms (Big5) covering a wide range of services from auditing, accounting and taxation primarily services, to ICT consulting, logistics and any king of project management.   Other “Processional Services” organizations are constantly emerging but most of them have no defined target group, expertise or technologies incapable to control the costs, the quality and the expertise on the services offered.EMPROSS is a specialized organization, active specifically and strictly of ICT process engineering, technocratic enterprises engineering and ICT investments project management with in house developed methods and practices recognized by international business and academic institutions.  Wedifferentiate by being the ICT Strategy leader with in house developed methods and expert services.

EMPROSS Communication Coordinates:   EMPROSS Central Office is Located in Athens - Greece, but EMPROSS hold premises also in Boston - USA, New York – USA, Belgrade – Serbia, Munich – Germany, Nicosia – Cyprus, and Cairo – Egypt.

The Contact Coordinates of the Central EMPROSS Office in Athens are the following: EMPROSS SITC, Konitsis 3-5 Street & Kifisias Av., Maroussi, 15125, Athens, GREECE.   Tel : 0030.210.6753-376, Fax: 0030.210.6754.727.