PRESENTED BY

Vartika

Snehal

What is Change?

• Change is something that presses us out of our comfort zone.

• Change is for the better or for the worst, depending on where you view it.

• Change is here to stay.

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• Tata Consultancy Services was established in the year 1968 and is considered a pioneer in the Indian IT industry.

• One of TCS first assignments was to provide punch card services to a sister concern, Tata Steel.

• In 1989, TCS delivered an electronic depository and trading system called SECOM for SIS SegaInterSettle, Switzerland.

• It was by far the most complex project undertaken by an Indian IT company.

Pre-Scenario

Our Strengths: Time delivery.

Premier position in the industry in term of revenues.

Focus on training program.

Quality initiative.

Use of good technical tools and procedures.

Encourage of individual excellence in performance.

Cont’d

Areas of Concern:Mounting revenue pressures:

The pressure to retain its strong premier position led the organization to tend towards short-term revenues.

Relatively lesser efforts were being put into medium and long-term markets and activities.

Selectivity in projects:

There was a tangible tension at TCS, between generating revenues and organizing strategically.

On basis of technology and business areas, impacting selectivity in projects accepted.

Cont’dFocus on specialization:

There was diffusion of expertise .We were yet to focus on building strategic expertise in individual centers.

Efforts on Experimentation & Innovation:There was a need to scale up on perceived rewards for experimentation.

Rewards and Recognitions:Primarily focused on individual performance.We were yet to explore the institutionalization of team based rewards.

Cont’dInter group co-ordination & knowledge sharing:

Sharing of knowledge was very centre-oriented.

We were yet to evolve a formal system which would capture these for ease of replication across projects.

Branding and PR:

Image building endeavors were not yet an area of focus.

This meant greater difficulty in terms of attracting quality talent.

By the year 2002, management felt the conscious need to bring in changes in our approach to the aforementioned areas, in order to align more closely with the customer, business and

market requirements at an organizational level.

Alignment and Structure at TCS

Strategy comes from the market.

Form comes from structure.

Capacity from technology.

Synergy from culture.

In the interest of alignment of strategy and culture, the need for a dynamic process of dialogue between the “Generals

and the Scouts” was also felt.

Alignment and Attunement

Integrating and balancing out the four voices:

• Voice of Wealth.

• Voice of Employee.

• Voice of Customer.

• Voice of Technology.

Scenario Building Workshops

An internal organization workshop was conducted with top management for scenario building.The idea was to challenge the conventional ways of thinking.To give shape to the key drivers of change through realistic listening and dialoguing.Looked at what we were and what we wished to be.

Goal Alignment & Balanced Scorecard

Need was felt to re-look at a few organizational processes and systems.

A Teach-Train-Transfer workshop on Goal alignment was conducted.

The workshop further introduced the concept of the Personal Score Card, and clearly outlined what would define goals, outputs, performance management.

Cont’d

The Balanced Scorecard approach was proposed, introducing corporate goals, which touched upon the following:

Voice of the Shareholder - Financial Goals e.g. Wealth creation.

Voice of Technology – Technology Goals e.g. Quality, Cost, Delivery dimensions.

Voice of the Customer – Customer/ Market Goals e.g. Customer Satisfaction.

Voice of the Employee – Learning & Development e.g. Employee Satisfaction.

PROPEL – The Intervention: Culture Building at TCS

PROPEL was introduced as a revolutionary intervention.

It had dual objective:-

Exchange of ideas.

Helping in immediate problem solving.

To also encouraging bonding and self-development among and within teams.

Cont’d

PROPEL has helped the organization build a culture of collaboration, creativity and also networks of relationships through its two modes:

Confluences: Listening to the voice of the employee in a team scenario, by creating a platform for open sharing of thoughts on a relevant theme.

Camps: Platform for problem solving focus on the Quality, Cost and Delivery measures of throughput resulting in transfer and adoption of best practices within and amongst relationships in the organization.

The case of a large relationship at TCS:

• Team alignment was a PROPEL application initiated for members of this large relationship:

– To reflect on its own state.

– To build a logical statement of current realities.

– To channel strong restlessness and dissatisfactions within the relationship.

Into a convergent blueprint of responsiveness and new levels of maturity.

This was brought about through the following stages:

1. Initiation:

– Tools were administered to a group of Project Managers to identify the gaps between where the team is (current state) and where it should be (desired state) and the steps to be taken to bridge this gap.

2. Awareness sessions & Workshops:

– The workshop allowed the team to clearly discuss their perceptions of the team’s current situation.

Cont’d

3. Gap analysis:– This was done to enhance understanding of the

different roles for each job position, identify the ones suitable for the different job positions.

4. Implementing improvement plan:- Follow-up meetings were held at 6-8 week intervals to monitor progress made as well as to identify areas of improvement using Deming’s Plan-Do-Check-Act (PDCA) cycle.

5. Next steps:– Incorporation of the three high priority action items

arising from the team alignment exercise, as goals in the team was contemplated.

Value Card at the Large Relationship

• Voice of Customer, Voice of Strategy, Voice of Employee and Voice of Technology.

• “Value Card” -analyzed the problems faced by the relationship and arrive at workable solutions within designated timeframes.

Cont’d

• The Value Card helped to effectively capture and track them through the following steps:-

1. The situation summary was charted out.

2. Improvement goals, action plans and owners of each plan were identified.

3. Success measures were identified against the dimensions of Valuing, Strategizing, Improving, for each actionable, along with timeframe for closure.

4. Impact was analyzed in terms of short term and long term actions.

• Value Card deployment has substantially helped the relationship to

retain its “Account of Choice” status.

Account Excellence Program at the Large Relationship

• It modelled on the lines of the Malcolm Bald ridge National Quality Award and Tata Business Excellence Model.

• Touched upon 7 key categories:-

• Leadership.• Strategic Planning.• Customer and market focus.• Measurement, Analysis and Knowledge Management.• HR Focus.• Process Management.• Business Results

Cont’d

• Aimed to help the relationship evolve towards meeting changing business needs with agility.

• It was initiated as a change driver & umbrella for business excellence initiatives in the relationship to facilitate creation and balancing of value to all stakeholders – employee, shareholder, customer, supplier and society.

Value creation framework i.e quality, service, cost and cycle time through setting benchmarks in the following:-

• Meeting all customer requirements.

• Minimizing processes variances.

• Reduction in Cost Of Quality.

• Elimination of waste.

Cont’d

• Enhanced Customer Support.

• Efficient Product Service.

• Flexibility to meet Customer demands & Market changes.

• Rework Reduction.

• Continuous Process Improvements.

• On-time delivery of major programs.

Darpan – “Reflect and Improve”• Aggressive expansion and dispersion of ever-growing associate

strength in the relationship and lack of communication lead to low employee morale and managerial decision-making.

• Darpan – “Reflect and Improve” used at the relationship level to understand the expectations of associates.

• Questionnaire of 20 questions for associate feedback across 5 categories:-

• Career & Job.• Communication. • Culture & Pride.• Leadership.• Supervisor- associate satisfaction and aspiration.

Analysis

• Experience within the relationship(overall and individual), designation, gender and Business Unit (within the relationship) of survey results and arrive at focused findings.

• The results were shared with the entire team and actionable evolved through a series of camps and confluences.

Outcomes

Increase in the Associate Satisfaction Index in Darpan 2006 corresponded to an increase in Customer Satisfaction Index.

Findings• 91 % of the team felt proud of being part of the relationship.

• 90% of the team felt that they are now able to see the big picture and know how their contributions add value to the customers.

• 90% of the team felt that their supervisors are approachable for any kind of guidance and enable them to do their job better.

• Team building activities and the team members now feel valued and satisfied. The relationship attrition is lower than TCS Average.

• Transparency was encouraged in the relationship and strategic communication “In Touch and periodic Town halls”.

• In November 2005, 2 PROPEL camps was organized with the help of HR-areas of improvement for the relationship figured in the Darpan results.

• Account wide initiatives have been introduced and owners and co-owners identified for the same.

Cont’d

• Increased communication & sharing between Business Units- within the relationship through introduction of a Newsletter and an internal portal called “Parimas”.

• Awareness in the relationship regarding different roles and the gaps with respect to desired roles.

• Corporate Social Responsibility and a culture of Fun at Work to enhance team spirit- aligned, committed and focused on agreed objectives.

• Improved teamwork has resulted in greater project efficiencies, less hassle and improvement in cost, schedule, quality and resulting in higher Customer Satisfaction.

Post-scenario

• Enhanced value to the customer & employee.

• PROPEL- encouraged sharing of ownership and empowerment to change, sharing of success stories and best practices across the organization.

• Valuing of employees- establishing processes that enabled and enhanced individual performance, and lead to empowered project teams.

• Issue based mentoring was facilitated, with camps and confluences as enabling frameworks. Confluences - personal transformation for the employee, Camps- improving the workspace.

Cont’d

• Through Scenario building, a collective transformation of dreams and concerns into response capabilities was envisaged. Continuous scanning of external environment. Goal alignment- Balanced Score Card.

• Continuous investment in learning and sharing of knowledge- to convert learning into action. The focus shifted to adding knowledge through delighting every customer.

• Transformation from individual to teamwork and valuing of the employee.

• Now, there is a culture of fostering systems thinking & creating forums for dialogue, and encouraging leadership at all levels, expressing differences and constantly generating new knowledge.

ConclusionFrom

Our Point of View

Thank You