TECHNOLOGY · 2 HOURS
Getting Value from the Technology You Already Pay For
Getting Value from the Technology You Already Pay For helps team leaders and operations managers match the licences they already pay for to the work their team repeats each week. You finish with a 30-day plan naming three jobs and an owner for each, so existing spend delivers more before anything new is bought.
About this course
Most organisations pay every month for software that their teams open rarely, or open daily while the real work carries on in email, paper diaries and personal spreadsheets. A licence is only the right to use a tool, and its value arrives when a job the team repeats each week is actually done inside it. This course shows team leaders how to find the gap between what the organisation owns and where the work really happens.
The course starts from the work rather than the software, so you build an inventory of your tools beside the jobs still done elsewhere, choose three jobs worth moving, and find out why people have kept away from the tool for each one. You finish with a signed 30-day plan that names the job, the tool, the owner, the first action, the old route that stops, and the sign in the work that shows the change has held.
What you will take away
- You will be able to tell a tool that is in use for a job from one that is paid for with no job named, using the job, the person, and the last week it happened in the tool.
- You will be able to build a four-column inventory of your team's licensed tools that records, for each one, the nearby job still done by hand, by email or on paper.
- You will be able to apply four tests to shortlist three jobs worth moving, and write one sentence explaining why each other job is marked as not now.
- You will be able to diagnose whether a colleague stays away from a tool because the old way is quicker, nobody showed them, or they are waiting on someone else, and choose the remedy that fits.
- You will leave with a signed 30-day plan of three rows, each naming the job, the tool and feature, one owner, the reason and remedy, a first action in week one, what stops, and a sign in the work by week four.
Who this course is for
- Team leaders who suspect their team pays for tools such as Microsoft Planner, Bookings or Google Forms that nobody uses for real work.
- Operations managers who have been asked to show better value from existing software before any new purchase is approved.
- Office managers who can see or request the list of licences and want a practical way to turn that list into changes in the team's week.
- Managers without administrator rights or technical training who need a clear, written plan they can hand to their own manager.
What you will do
Each lesson teaches one part of the method, works through a realistic example, and ends with a check on a case you have not seen. The course closes with an assessment and then the piece of work you sign.
- 4lessons with a worked example and a check
- 3scenario questions in the course assessment
- Signedthe 30-day plan, with a record anyone can verify
- 2 hoursat your own pace, with progress saved
- 01
Lesson
A licence is not a job
This lesson explains the difference between owning software and getting work out of it, and why a switched-on feature or a daily login is not proof of value. You practise marking tools as in use for a job or paid for with no job named.
- What a licence buys
- What a licence is not
- Two labels for every tool
- The mistake people usually make
You mark 4 statements from a realistic case and receive an explanation for each one.
- 02
Lesson
Take the inventory
This lesson shows you how to build an inventory with one row per licensed tool and four columns, including the nearby job still done elsewhere, and where to find licence reports. You then write a real row for one of your own team's tools.
- Four columns, one row for each tool
- What an inventory is not
- Where to find the facts
- The mistake people usually make
You compare two versions of the same piece of work, choose the stronger one, and see the reasoning behind the answer.
- 03
Lesson
Three jobs worth moving
This lesson sets out four tests that decide whether a job is worth moving now, and explains why three jobs is the right number and why rare, high-profile jobs rarely build a habit. You practise marking candidate jobs from a veterinary surgery.
- Four tests for a job
- What the tests are not looking for
- Why three
- The mistake people usually make
You mark 4 statements from a realistic case and receive an explanation for each one.
- 04
Course assessment
Why people opt out
This lesson replaces the vague idea of resistance to change with three reasons you can hear and act on, each with its own remedy. You diagnose real comments about a tool and choose the remedy that fits the reason behind each one.
- The cause is rarely stubbornness
- Three reasons you can hear
- Each reason has its own remedy
- The mistake people usually make
You judge 3 new workplace situations, with feedback on every option, and need 3 correct to pass.
- 05
Lesson
Repair a 30-day plan
This lesson introduces the seven parts of a plan row and the two parts most often missing, which are what stops and the sign in the work. You repair a weak row written by someone else, keeping the job and tool it already names.
- Seven parts in every row
- What a plan is not
- The two parts most often missing
- Repair the row, do not rewrite the job
You repair a flawed draft so it meets the standard the lesson sets, and your revision is checked against it.
- 06
Course assessment
Put the method to work
This course assessment recaps the whole method, from licence to inventory to three jobs and a plan, and works it through for a nine-person lettings agency. You then apply it to seven new situations drawn from every lesson.
- From licence to job, and from list to inventory
- From inventory to three jobs
- From three jobs to a plan that holds
You judge 7 new workplace situations, with feedback on every option, and need 6 correct to pass.
- 07
Final work and signed record
Your 30-day plan
In this final lesson you write your own 30-day plan, with three rows of seven parts, each checked for the detail a reader needs to act on it. You read it once as your manager would and then sign it for your record.
- Three rows, seven parts each
- What the plan is not
- How the plan is checked
- Read it once as your manager would
You write the 30-day plan for your own work, part by part, and sign it as your record.
GOOD WORK.THE 30-DAY PLAN, SIGNED.
WHAT CHANGES
What the course changes for you and your organisation.
- 01
More value from existing spend
The course directs attention to licences the organisation already pays for, so improvements come before any new purchase is considered. Your manager receives a plan that moves three repeating jobs into those tools, with the old route closed on a named date.
- 02
The right remedy for each person
You learn to hear the three different reasons people stay away from a tool and to match each with its own remedy, such as a ready-made template or moving a whole handoff on one day. This avoids the common and costly habit of sending everyone on the same training session.
- 03
A plan anyone can follow
Every row of your plan names one owner, a first action with a day, and a sign that can be checked in the work itself rather than a count of logins. A colleague who did not take the course can pick it up on Monday and carry it out.
- 04
Paid-for licences left unused
Zylo's 2026 SaaS Management Index found that organisations leave an average of 36% of their SaaS licences unused. Managers who can match existing licences to the work their team repeats help recover value from spend already committed.
QUESTIONS
Questions about Getting Value from the Technology You Already Pay For
- What is Getting Value from the Technology You Already Pay For about?
- Most organisations pay every month for software that their teams open rarely, or open daily while the real work carries on in email, paper diaries and personal spreadsheets. A licence is only the right to use a tool, and its value arrives when a job the team repeats each week is actually done inside it. This course shows team leaders how to find the gap between what the organisation owns and where the work really happens. The course starts from the work rather than the software, so you build an inventory of your tools beside the jobs still done elsewhere, choose three jobs worth moving, and find out why people have kept away from the tool for each one. You finish with a signed 30-day plan that names the job, the tool, the owner, the first action, the old route that stops, and the sign in the work that shows the change has held.
- Who is Getting Value from the Technology You Already Pay For for?
- Team leaders who suspect their team pays for tools such as Microsoft Planner, Bookings or Google Forms that nobody uses for real work. Operations managers who have been asked to show better value from existing software before any new purchase is approved. Office managers who can see or request the list of licences and want a practical way to turn that list into changes in the team's week. Managers without administrator rights or technical training who need a clear, written plan they can hand to their own manager. No specialist background is assumed, and every term is explained before it is used.
- What will I be able to do after Getting Value from the Technology You Already Pay For?
- You will be able to tell a tool that is in use for a job from one that is paid for with no job named, using the job, the person, and the last week it happened in the tool. You will be able to build a four-column inventory of your team's licensed tools that records, for each one, the nearby job still done by hand, by email or on paper. You will be able to apply four tests to shortlist three jobs worth moving, and write one sentence explaining why each other job is marked as not now. You will be able to diagnose whether a colleague stays away from a tool because the old way is quicker, nobody showed them, or they are waiting on someone else, and choose the remedy that fits. You will leave with a signed 30-day plan of three rows, each naming the job, the tool and feature, one owner, the reason and remedy, a first action in week one, what stops, and a sign in the work by week four.
- How long does the course take, and how is it taught?
- The course takes about 2 hours and is studied online at your own pace. It has 4 lessons, each with a worked example, a practice exercise, and a check on a new case, followed by a course assessment of 3 scenario questions in which you need 3 correct to pass. Your progress is saved to your account.
- Do I get a certificate?
- Yes. When you pass, you sign a record that names you, the course, and the 30-day plan. Anyone you share it with can verify it online and download it as a PDF. The record confirms what you completed and does not claim compliance with any regulation.
- How much does it cost, and when can I start?
- The course costs £99, paid once by card through Stripe. Access begins as soon as payment is confirmed, and you can save a sign-in to return to the course from any device.
- Can my organisation train a whole team?
- Yes. Individuals can buy any self-paced course online, and organisations can book trainer-led courses for teams, in person or online, through the Experrt Academy.
More technology courses are listed on the self-paced technology courses for non-technical teams page.
THERE IS A NEXT CHAPTER.
Start today, and finish with
the 30-day plan your organisation can use.
Checkout takes an email address and a card, and access begins as soon as payment is confirmed. When you finish, you sign a record that names you and the 30-day plan, which anyone you choose can verify online. The record confirms what you completed and does not claim compliance with any regulation.