20735151 organizational development in tcs

7/30/2019 20735151 Organizational Development in TCS

1/39

ORGANIZATIONALORGANIZATIONALDEVELOPMENTDEVELOPMENT

By : Anandita Singh

Roll No. :C-34

MMS - HR, IInd Year (IIIrd Sem)

Presented To: Mr. Kuldeep Singh Soun

Date: 7/10/2009


2/39

TCS Case Study - The ODJourney

ByVijaya Deepti P H

TATA Consultancy Services Ltd.

Presented at the conference onOrganization Development by Design- Perspectives & Pragmatics

Organised byIndian Academy for Organizational Development (IAOD)

Sumedhas Academe 1

Feb 23-24, 2007


3/39

Flow of presentation Synopsis.

Pre OD Scenario.

OD Interventions.

Post OD Scenario.


4/39

SynopsisOrganization Development.

At Tata Consultancy Services Limited, (TCSL), ODinterventions have been instrumental in:

facilitating change management and bringing aboutcompetitive advantage.

redefining the organizations relationship to its

environment, its markets and key stakeholders.

Overview of OD interventions at organizational level.


5/39

ynops s.Contd.Focuses on the relationship within the

organization.

Paradigm shift in the cultural perspective.

The structural alignment and commensuratecultural changes to improve the total system.

Result : Relationship and its parts in thecontext of the larger market environment.


6/39

Pre od

scenario of tcs


7/39

STRENGTHS

In the years 1998-99, TCS had grown into the largest Indiansoftware company.

Racing towards achieving its vision of being global top ten.

On time delivery,

Premier position in the industry in terms of revenues,

Focus on training programs,

Quality initiatives,

Use of good technical tools and procedures and

Encouragement of individual excellence in performance.


8/39

Diagnosed problemsMounting revenue pressures.

Selectivity in projects.

Focus on specialization.

Efforts on Experimentation & Innovation.

Rewards and Recognitions.

Inter group co-ordination & knowledge sharing.Branding and PR.


9/39

Alignment and AttunementIntegrating and balancing out the four voices:

Voice of Shareholders

Voice of Employee

Voice of Customer

Voice of Technology


10/39

VOE

VOT

VOS

VOC

HORIZONTAL ALIGNMENT:The Process of Creating

Values

VERTCAL ATTUNEMENT :The Process of CreatingEnergy

1 1

1

1

2

2

2

2

3 3

3

3

4


11/39

Organizational Developmentinterventions at TCS


12/39

Odinterventions


13/39

O v e rv ie w o f In te rv e n tio n s


14/39

14

O D In te rv e n tio n s


15/39

Human processinterventions


16/39

Scenario Building WorkshopsInternal organization workshop was conducted with

top management for scenario building.

Focused at a larger level, on the The TCS that canbe.

Aim:To challenge the conventional ways of thinking and to

give shape to the key drivers of change .

Realistic listening and dialoguing.

Dissemination and communication of the scenarioswith teams.

To develop a new language for the organization,consistent with the envisaged future scenario.


17/39

Contd.Participants: Representatives of senior management.

Theme of Scenarios: The nature of the struggle theorganization would go through and etched out realistic

possibilities based on present factors.

Factors: Wealth creation

Enhanced productivity factors

Feeling of being valued

Resource allocation and team-work

Membership criteria and norms of the group

Learning opportunities for individuals and teams


18/39

:ers onal Gr ow tho w d o I wa lk t h e j o u r n e y o f se lf d i s c o v e r y an d g r

:r of es si on al E xc el le nc eow d o I b e c o m e a r o l e mo d e l a n d a f ri e:ol e E nh an ce me ntow d o I t a k e u p n e w r e s p o ns ib i l i t i e s a n d s et n e w d i r e

:wing TCS C ul tu reo w d o I i n fl ue n c e c u l t u r

:m pl oy ee I nv ol ve me nt.o w d o I e n a b l e c o nt in u o u s i m p r o v em en t

:earning .o w d o I e n a b l e T e a m l e a r n i n g


19/39

PROPEL the case of a largerelationship at tcs

Team alignment initiative.

Aim:

To set up a dialogue among associates toreflect , build and channel potentrestlessness into a convergent blueprint ofresponsiveness by redefining desirable role

behaviours.


20/39

Stages of propel


21/39

Techno

structuralinterventions


22/39


23/39

Improvements throughMeasurements/ Initiatives:

Excellenceat the large relationship (AEP)

The Account excellence program ( AEP ) at the largerelationship was modelled on the lines of theMalcolm Baldridge National Quality Award/ Tata

Business Excellence Model.


24/39

To u ch e s u p o n 7 ke y cate g o rie s


25/39

AEP

Acc

ount

Pla

n

Valu

eCards

Kno

wle

dge

Mana

gement

Spir

alD

ynamic

s

Sh

ared

Se

rvic

es


26/39

Human resource

managementinterventions


27/39

Goal Alignment & BalancedScorecard

A Teach-Train-Transfer workshop on Goalalignment was conducted, with help fromexpert OD consultants:

To build the context.

To think through goal setting at TCS with asystems perspective to goal alignment.

To explore means of institutionalizing goal-oriented performance management within the

organization.


28/39


29/39

Balanced ScorecardThe Balanced Scorecard approach was proposed,

introducing corporate goals, which touched uponthe following:

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

Vector of Technology Technology Goals e.g.Quality, Cost, Delivery dimensions

Voice of the Customer Customer/ Market Goals

e.g. CustomerSatisfactionVoice of the Employee Learning &

Development e.g. Employee Satisfaction


30/39

Balanced Scorecard...Lead to the formulation of career paths in TCS global services,

consulting and products, supported by HR processes, tools andsupport staff.

This structure was designed to enable a fair degree of flexibility

in rotating at appropriate levels, provides avenues for individualgrowth.

Besides, there was an exercise to bring out new role definitions inHuman Resources (HR), focusing on alignment, energizing and

task facilitation through HR.

Business leaders dialogued to evolve the mission andexpectations and further, to design enablers for continuouschange, team work, and individual growth.


31/39

Darpan - Reflect and Improve

Darpan Associate Satisfaction Survey for largerelationship.

The Questionnaire to capture associate feedback across 5

categories:Career & Job, Communication, Culture & Pride,

Leadership, Supervisor.

Analysis was done for the overall relationship, as well asindividual Business Units within the relationship.

Results shared with the entire team and actionableevolved through a series of camps and confluences.


32/39

Outcomes From Darpan : TheCultural Perspective

ASI increase in Darpan 06 & correspondingincrease in CSI.

91 % of the team felt proud of being part of therelationship.

90% of the team felt that they can see the big picture -how their contributions add value to customer.

90% of the team felt that their supervisors areapproachable & enable them to do their job better.


33/39

Other od

interventions

Initiatives Summary


34/39

InitiativesDeployed

Summary

NakshaktraAward

Reward and Recognition initiative within therelationship.Awarded to encourage star performers for eachmonth within each Business Unit of therelationship.The unique feature of this initiative is that even

team members can nominate their peers.In Touch

An interaction / mentorship initiative with thelead of the relationship.Any employee can walk in to meet the lead anddiscuss out any problems/ suggestions forimprovement in the relationship.

Toast MasterClub/Lets Talk

To enhance personality/communication abilityof associates in the relationship .To help them gain confidence through sessions

by certified facilitators.

Initiatives Summary


35/39

InitiativesDeployed

Summary

Fun@ Relationship level Initiated to bring in a spirit of team.To act as a stress buster.

There are champions within each unit who drive these funactivities in the relationship.

Open House/ Town halls The objective was to encourage strategic communication,To discuss the larger vision and achievements at relationshiplevel with all employees across the Business Units.Serves as a platform for recognizing good performers andcelebrating milestone achievements.

Walk the talk A senior associate within the relationship takes any new

joinee to the relationship, on a tour of the facility.The aim of this initiative is to make the new entrant feel valued.This is followed by a simple quiz to check the effectivenessof this initiative.

Post OD scenario from a


36/39

Post OD scenario from aculture perspective

Organizational Development interventions have been instrumental in terms ofenhancing value to the customer & employee at Tata Consultancy Services.

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

Valuing of employees was institutionalized through establishing processes that

enable and enhance individual performance, and lead to empowered projectteams.

Issue based mentoring was facilitated, with camps and confluences as enablingframeworks.

Confluences invested in personal transformation for the employee, campsinvested in improving the workspace.

Through Scenario building, a collective transformation of dreams and concernsinto response capabilities was envisaged.


37/39

Continuous scanning of environment for opportunities and threatswas proactively looked at.

Goal alignment through cascading of Balanced Score Card conceptcould be achieved organization wide.

There was continuous investment in learning, and an active sharingof knowledge with the aim to convert learning into action.

The focus shifted to adding knowledge through delighting everycustomer.

The earlier tendency of self-sacrificing hard work was replaced bya shift of focus to teamwork and valuing of the employee.

Helped push self imposed boundaries and limitations throughchallenging organizational boundaries and limitations constantly.


38/39

conclusionOD interventions at TCS have helped build a

culture of fostering systems thinking.

Creating forums for dialogue.

Encouraging leadership at all levels.

For the organization at large, OD helped toreiterate the merits of valuing enquiry,

expressing differences, and constantlygenerating new knowledge.


39/39

Thank

you

20735151 organizational development in tcs

Documents