sapience- provides best outsourcing governance tool, work output tracking system

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Re-Defining Productivity at Workplace

February 2016

White Paper

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AGENDA

Fostering Productivity: Deep Dive

Introduction

Our Point of View

There has been a transformational shift in focus from optimization to adaptation to bring about an impact on businesses

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Traditionally, productivity was viewed by enterprises as output by input, taking a cue from manufacturing centres, whose basic

philosophy was to build process efficiency to maximize output. With the emergence of knowledge economy, the underlying

definition for productivity has changed. Newer enterprises (especially in the software industry) are shifting focus from

optimization to adaptation, to bring about a transformational impact on their respective businesses

Optimization Adaptation

Mechanical

Process Centric

Stable, Predictable

Individual

Efficiency

Organic

People Centric

Turbulent, Difficult to Predict

Enterprise

Knowledge Work

Source: Zinnov Research & Analysis

R&D centers are the knowledge production houses for the enterprises. Typical process of knowledge production can be represented by the Knowledge cycle.

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KNOWLEDGE CYCLE

Capitalise

Expense

CREATION

APPLICATION

TRANSMISSION

ACQUISITION

CREATION

ACQUISITION

APPLICATION

TRANSMISSION

Building knowledge starts with its acquisition through a variety of

means, such as personal experience (experiential learning),

formal education or training, and sources such as books, peers,

etc.

The knowledge acquired can be either tacit or explicit. Such

knowledge has to be transmitted within the organization so that

organizational learning happens. Socialization, internalization etc.

can be means of transmissions.

Organizations process these learnings and generate outputs in

the forms of a new design, a patent, a prototype, a report or an

idea.

The knowledge created in the previous steps needs to be applied

in the organizational context for it to be productive for the

organization. A patent filed is not productive for the firm unless it

has potential to generate value in future.

Enterprises become more productive as the ‘Knowledge Cycle Time’ is reduced. There are various factors in an enterprise like the skills

of employees, management efficiency, employee morale, processes etc. and various other external factors which can have an influence

on your knowledge cycle time. These factors can be broadly classified into three dimensions - People, Enterprise and Ecosystem


21st century work span has added new dimensions to factors affecting ‘Productivity at Work-Place’

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Productivity Dimensions

Strategic Partnerships

External Elements

Quality of a Knowledge Worker

Time Spent on Work

Work Life Balance

PEOPLE

Enterprise

ECOSYSTEM

Creating a

cohesive

culture

Organizational

Enablers

Collaborative

Environment

CollaborationOperational Excellence

Reducing Knowledge Cycle


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People: Creating a Cohesive Culture

Enterprise: Organizational Enablers

Ecosystem: Collaborative Environment


Time Spent on Work & Work Life Balance

Introduction

Our Point of View

AGENDAThis section will include a deep dive into the components of

Enterprise Productivity specifically from People’s dimension.

• Quality of Knowledge Worker

• Time Spent on Work & Work Life Balance

Knowledge workers have emerged as one of the most important enterprise assets in the digital age

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A knowledge worker is anyone who works for a living at the tasks of developing or using knowledge. For example, a

knowledge worker might be someone who works at any of the tasks of planning, acquiring, searching, analysing,

organizing, storing, programming, distributing, marketing, or otherwise contributing to the transformation and commerce

of information and those (often the same people) who work at using the knowledge so produced.

Quality/Skill of the knowledge workers has a close correlation to the organizational productivity. Organizations these

days want their knowledge workers to be hyper-specialized and they are expected to do high value work from day one.

QUALITY OF KNOWLEDGE WORKER

Parameters to Evaluate a Knowledge Worker

The quality of a knowledge worker affects the knowledge life cycle making personal productivity important for driving

enterprise productivity. The above representation indicates how enterprises are emphasising more on building / training a

knowledge worker rather than just hiring the right knowledge worker


PEOPLE

Hiring and retaining knowledge workers of a particular degree of competency and cultural alignment is critical in ensuring productivity enhancement at an individual level

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PEOPLE


EXISTING FOCUS

Hiring/ Retaining the right employees is crucial to maintaining workplace productivity. However, the way organizations are going about talent

acquisition and retention is changing drastically. No more is the regular aptitude and capability to perform under pressure a parameter to

evaluate a knowledge worker. Some of the new trends observed in the industry that have been adopted to acquire and retain top knowledge

workers are:

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EXISTING FOCUS

HIRING

PEOPLENew Age Recruitment Styles are emerging to rope in the best knowledge workers in the industry

• Attracts the best developers, who

are not accessible through

traditional sources

• Effective mechanism for creating a

lasting employer brand

• Helps in identifying and attracting

developers for niche skills

Leveraging Developer

Communities to Recruit Talent

• Attract a more diverse group of

applicants

• Project an image of innovation

• Provide insight into different lines of

business within the organization

• Make the recruiting process more

fun (Make a task like completing a

job application fun, creative,

competitive and interesting)

Gamification To Test Motivation

And Cultural Fitment

• Moderate cost tool with a good ROI

• Attracts passive job seekers

• Attracts more culturally aligned

candidates

• Connect with candidates at a

personal level

• Reduces effort as it enables

mirroring information across sites

Passive Hiring via Candidate

Social Profiling

ZLemma


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EXISTING FOCUS

RETAINING

PEOPLERetaining the top knowledge workers is important and enterprises are identifying newer ways of keeping them

• Restricted stock units (RSUs) are

the most preferred LTI plans in R&D

centres and have gained

precedence over Employee Stock

Option Scheme (ESOS) in the past

few years

• Cash-based incentives have a

vesting period during which

employees are kept engaged and

used as a replacement for joining

bonuses

Equity Linked Incentive Plans

• Drives employees to work harder

• Learning Experiences for

employees as they get exposed

best in class talent, process and

environment

• Access to customers giving a sense

of work translation to output

• Helps in creating an employee into

an SME

Global Exposure

• Start-up Culture made available to

employees staying in enterprise

environment

• Innovation drives employees to

work harder and keeps them

motivated thereby yielding

productivity

Intrapreneurship Culture


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RENEWED FOCUS

PEOPLERetaining the top knowledge workers is important and enterprises are identifying newer ways of keeping them


Existing focus on individual productivity was always aligned towards hiring competent and self motivated employees. However, in the

changing industry landscape, enterprises are renewing their focus on individual development. The focus is not around just creating or

acquiring knowledge. Its around applying the knowledge attained i.e. employee must be able to channel the enterprise knowledge wealth to

create productive assets. This notion has resulted in enterprises running various dedicated programs to enhance an individual’s applicability

quotient.

Case Of An Enterprise Running Individual Development Plan (IDP) Lab

As stated above, enterprises are renewing their focus on

individual development. However, it is critical that the

employees take complete ownership of their development

plans. Taking this into consideration, a large MNC initiated a

program wherein employees are able to identify their

development areas rather than just come up with career

goals

Duration

1.5 Hrs/Session

Audience

20-25 People/Session

Platform

Adobe

Connect

Program Details:

Approach:

• Identifying the barriers to traction on development plans by applying the GAP framework to

recognizing the skills that need development

• Discussion on real life case studies & best practice sharing to map skills into an actionable IDP

Engagement

Scalability

Cadence

Impact

Web-based interactive activities, Real life video snippets, Case Discussions, etc

Cross training regional HRBP to conduct the sessions in their respective regions

Equip managers with the right tools to provide feedback and measure its traction

Working with Managers to closely review quality of IDPs and traction on action planning

Success

Criteria

Feedback Ratings + Improved Quality of IDPs + 100% completion of IDPs on

MyPortfolio + %Internal Growth and Successor Readiness

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Time Spent on Work & Work Life Balance

Introduction

Our Point of View


Enterprise Productivity specifically from People’s dimension.

• Quality of Knowledge Worker

• Time Spent on Work & Work Life Balance

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THE BIG PICTURE

PEOPLETraditionally, the input of time in work has been pivotal in driving productivity. Not much has changed in this aspect


As Peter Drucker once said, “If you can’t measure it, you can’t manage it.” In other words, the more measurable the human dimension can be

throughout an employment life cycle, the more effectively workflow and productivity can be managed, and ultimately enhanced. Of all the

metrics available the one easiest to measure is the time spent on work.

Workplace analytics is data about utilization of the organization’s best talent, understanding the work patterns and aligning them with the

business strategy. Workplace analytics can help enterprise leaders to develop and improve recruiting methods, make general and specific

hiring decisions, and keep the best workers with the company.

KEY ASPECTS OF THE TOOL

Captures both, the

online and offline

time status

Tracks pattern of

time spent at an

application level

Creates a view of the

Capacity Utilization

pattern across projects

Effort analytics by

skills, roles, verticals,

locations

Using data obtained from leading workplace analytics solution Sapience Analytics, we shall highlight the

various trends on the amount of time spent on work at the workplace, which will shed light on how

technology can be used to augment knowledge worker productivity.

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PEOPLETraditionally, the input of time in work has been pivotal in driving productivity. Not much has changed in this aspect

Source: Sapience Analytics – Research Report 2015

Digital Distractions

There is a lot of research which shows that the

smartphone phenomenon has negative impacts at

workplaces. The main concern is that the excessive use

of smartphones can lead to addiction, which has a

negative effect on work in terms of lowering productivity.

Smartphones are connected to peoples’ lives; it

becomes a part of daily life. For this reason, managers

claim that employees do not fully use their time and

attention into their work, but they focus more on their

“other activities at hand”, which can harm productivity.

When it comes to digital distractions, there is a huge

trade-off involved – productivity vs employee morale.

Thus it becomes all the more important to implement

policies that are inclusive of these two dissimilar factors.

For example, rather than blocking these websites at the

workplace, strict guidelines can be given regarding the

amount of time spent on accessing them.

Top Distractions At Work Place (based on time spent)

Emails

Meetings

Social Media

Smoking

Reading email alone sucks up 28% of the average workday; employees send and receive

an average of 112 emails daily. An average employee spends 40% of his working week

dealing with emails which add no business value.

33 minutes a day is the amount of time workers spend just attempting to

schedule meetings. Majority of the employees feel their biggest time waster is

having to attend too many meetings.

Employees get interrupted once every 10.5 mins by

things like IMs, tweets and Facebook messages. It

then takes 23 mins for those social media users to

get back on task.

Smokers waste 5 weeks a year on smoke

breaks. Indirect costs of smoking in the

workplace include lost worker production time,

air cooling and ventilation costs, and property

damage.

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PEOPLEIndividual employees should identify ways of spending more time on work that matters and it can be done by making a few informed changes to their work habits

Source : Sapience Work Yoga Whitepaper

ADOPTING WORK YOGAWork Yoga is an idea pioneered by Sapience, which recommends implementing a few small,

simple but sustained changes in our individual work habits. In much the same way that small

lifestyle changes can improve our sense of well-being, Work Yoga can lead us to being both

more productive and calm in office. The changes recommended by Work Yoga are based on

three principles:

Mindful Work Smart Tasking Conscious Improvements

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PEOPLEIndividual employees should identify ways of spending more time on work that matters and it can be done by making a few informed changes to their work habits


WORK LIFE BALANCE Studies shows that work-life balance ranks as the second most important workplace attribute

after compensation. Employees who feel they have a better work-life balance tend to work

harder than those who don’t.

The first step towards work-life balance should be taken by the employees themselves. By

spending more time on meaningful work, and by avoiding various distractions at work place,

employees can take the most important step in achieving work life balance.

Sweden’s Six -Hour Work Day

Sweden is moving to a six-hour working day in a bid to increase productivity and make people happier. Many organizations in Sweden had

identified the productive time lost to distractions during an eight-hour work day. The six-hour work day policy is meant to keep employees

focused on their task at hand and to motivate them to work more intensely while in the office.

Customer Case Study – Sapience

At a leading healthcare service provider, Sapience provided time & effort data to employees by way of which they were able to determine

activities in which they were loosing a lot of productive time. They started taking control of their work patterns, thereby finishing work during

office hours itself and leaving for home on time.

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Introducing a personal efficiency improvement plan that allows employees to reflect and

draw self- improvement plans and also state their needs from the organization

Evaluating competencies by assigning employees to temporary projects before the actual

build

Practising Work Yoga to gain more focus, set your individual goals and optimise input vs

output at an individual level

Spending more time on work that matters

Leveraging Personal Knowledge Management

Identify top performers as role models and use data as a measure of review , create a

system where people can self improve set goals measure and achieve, engagement better

work habits

Identifying individuals with tacit knowledge and adopt methods to transfer the knowledge

amongst team members

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Enterprise Productivity specifically on the enterprise enablers.

• Operational Excellence

• Collaboration





Operational Excellence

Collaboration

Introduction

Our Point of View

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ENTERPRISEOperational Excellence at enterprise level is about merging the softer aspects (culture, leadership) with the elemental aspects (processes & technology) (1/8)


OPERATIONAL EXCELLENCE

Operational excellence is the design and the performance of the integrated systems and processes that create ongoing improvements and

excellence in a company’s strategic, competitive and operational values through speed, flexibility and cross-purpose adaptability, while also

focusing on the customer's needs and keeping the employees positive and empowered with strategic purpose.

All cultures, both industrial and social, consist of shared values and beliefs, supported by appropriate behaviour and rituals. By

communicating values and making a standard practice of appropriate rituals it is possible for business leaders to create a situational culture

within your organization that engages people to support the success of your business.

Leadership is required to create an organization that fully focuses on organizational alignment, good communication & collaboration, short

and long-term marketing and innovation strategy and effective lean management faster than local and global competitors.

Organization structure has a huge impact on how work is being done in an organization. Depending on the hierarchies, reporting structures

and the decision making processes, the manner in which the work is being done will also get affected.

Market leaders are accelerating their pace toward Operational Excellence through formal programs and training. Simply putting in place a

program and process on how to educate, standardize and continuously improve your operational processes is a great step to be in alignment

with the market leader.

Enterprises are supporting people and processes with integrated systems and real-time information visibility. Data driven approach has

become a holy grail approach to achieving idealistic efficiency for which technology is the most important factor.

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CULTURE

Building an organizational culture is an activity which requires focussed efforts. It requires programs to inculcate the right mind-

set. A culture of self-driven employees translates to positive outcomes for overall production and operational efficiency. To create

self-driven employees, employee engagement is an important channel that enterprises must focus on to enhance productivity.

Enterprise Expectations

Employers expect personnel to behave in a

manner consistent with the company’s mission

and goals. By establishing standards for

business conduct, company executives set

expectations about acceptable behaviour. A

positive attitude toward maintaining high

standards for work ethics usually creates a

productive environment in which people take

pride in the work, and customers, suppliers and

partners want to conduct business.

How Enterprises Are Driving Work Ethos

Increased investment in employee engagement to ensure that the enterprise’s values

and objectives are deep seeded into the employee

Setting up separate Learning & Development function to equip employees with the

right skills & tools to execute projects to provide a seamless experience for themselves as

well as the enterprise

Shift of focus from product output to product innovation. Employees being

challenged at work is an important aspect for motivating the workforce to be productive

Emphasis on work flexibility to achieve the right work life balance. A happy Employee

is a Productive Employee

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LEADERSHIP

Leadership is responsible to create an organization that fully focuses on organizational alignment, good communication &

collaboration, short and long-term marketing and innovation strategy, and effective lean management faster than local and global

competitors.

Steps For A Leader To Create Operational Excellence And Organizational Agility

1 Aligning roles and responsibilities and work with the best performers, decision makers and problem solvers. Staying ahead of competitors by developing the

most qualified, capable and flexible workforce within the organization.

2 Establishing your organization’s innovation department by creating a strong R&D and customer immersion lab. This will allow you to create new technologies,

products, services and networks, which will help you get into new markets before others in your industry.

3 Focussing on expanding your company’s competitive intelligence. Then, taking action faster than your local and global competitor.

4 Align your operating, innovating and competing models towards achieving strategic management and operational excellence with organizational agility.

5 Implementing a performance-based, collaborative and innovative culture within the organization. Also, initiating a continuous learning and development

program to create a high-achieving organizational culture.

6 Making a long-term sector and risk management analysis and reconfigure your business accordingly.

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Source: Sapience Analytics Report 2015


LEADERSHIP

Customer Case Study – Sapience

Work force analytics showed that the top 20% of the talent worked really hard and were the most sought-after resources for critical projects

which resulted in that set of talent being stressed out. The primary reason for this situation was that most project managers did not trust the

next level of technologists to delegate critical work to.

Best Practices

ShadowingPerforming employees are expected to take up young blood to mentor and create ‘Shadows’. Though this might add additional work for the key employees,

in the longer run the workload allocated to the key performers is reduced.

ElevatingManagers are assigning challenging and innovative work to the star performers to create a sense of elevation for these employees. Sometimes these set of

employees are given bigger roles as well.

Task boardingTasks are made open for employees to select and add to their existing workload. This is designed to create a culture of working hard and sincerely, and at

the same time reduce workload from some key employees

Key Impact: Output increases by 10-15%, motivated and less-stressed team

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Source: Sapience Analytics Report 2015


Organizational Structure

Organizational structure influences various factors like the decision-making process, the leadership style, the feedback mechanisms, culture

etc. in an organization. All these factors play a critical role in defining the productivity levels within the organizations.

Size Of Companies

The lowest capacity utilization of around 60-65% was most

commonly found in mid-sized IT service companies

ranging between 1000-5000 employees. Small, well-

managed companies are the best since the employees

tend to be motivated and are relatively more visible to

senior management.

Large companies have good processes compared to mid-

sized companies, and are therefore placed in between.

Most BPOs, captives and large IT service providers have a

capacity utilization of around 70-75%.

Size Of Teams

Very small projects of 2-6 persons seemed to have better Productive

Work time on average than teams of more than 10 people, indicating

that smaller teams tend to spend more time on work than bigger teams.

Time spent on

productive work

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PROCESSES

Enterprises have always been at the forefront of adopting processes to achieve operational efficiencies. The buzz word that in the current age

is about being agile in processes to enhance throughput and being lean to maximize value realization i.e. start-ups are the best places to

learn these organizational systems

Organizational Systems To Enhance Productivity

Agile Methodology is an alternative to traditional project

management, typically used in software development. It helps teams

respond to unpredictability through incremental, iterative work

cadences, known as sprints. Agile methodologies are an alternative to

waterfall, or traditional sequential development.

Lean organization understands customer value and focuses its key

processes to continuously increase it. The ultimate goal is to provide

perfect value to the customer through a perfect value creation process

that has zero waste.

Scrum Leverages Commitment As Change Agent

Kanban Leverages Work In Progress (WIP) Limits as Change

Agent

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Source: Sapience Analytics Productivity Trends


PROCESSES

Enterprises are often challenged with managing seemingly unmanageable work volumes with available staff. At times, staff may feel

overwhelmed with high work volumes, or underutilized during periods of low work volumes. Enterprises have come up with set process to

achieve this challenge:

Customer Case Study - Sapience

Utilization varies widely across groups/teams

Cause 1: Manager does not have the visibility to realize the

problem

Cause 2: Talent hoarding (reluctance to release headcount)

Processes Laid To Drive Resource Optimization

CheckpointsProcess Laid out is -> No buffers, New Headcount or Attrition

backfills if Utilization below a particular threshold

Experience HopsHorizontal movement of key staff (prevents job hops)

Key Impact: Resource Optimization of 5-10%, done gently and driven by data

Time spent on

productive workTime spent on productive work across teams

Under Utilized

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ENTERPRISEOperational Excellence at enterprise level is about merging the softer aspects (culture & leadership) with the elemental aspects (processes & technology) (8/8)



TECHNOLOGY

Enterprises across different industry verticals are adding immense value to their offerings and products through real-time data via technology

being deployed to automate and provide real time insights. Some of technologies being used for operational excellence are: ERP, CRM,

Workforce Mobility & Sales Automation Solutions, etc.

A large technology company has used technology to

get real-time inputs which is processed to provide real

time outputs

Most enterprises are heavily dependent on the ERP

solution to automate a lot of their planning, thereby

cutting short on delivery time

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Enterprise Productivity specifically on the enterprise enablers.

• Operational Excellence

• Collaboration





Operational Excellence

Collaboration

Introduction

Our Point of View

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ENTERPRISECollaboration helps in creating both, tangible (business growth) as well as intangible value (asset creation)


COLLABORATION

Collaboration is at the heart of why organizations

exist. Corporations came into being because they

were more efficient than markets at deploying a set

of resources to produce specific goods and services.

But the bigger and more complex a corporation

becomes, the more likely it is that silos will start to

emerge around business units, functions, or

locations. When that happens, people start to work

for the benefit of their immediate group, not the

organization as a whole – preventing it from tapping

into the many sources of value created by

collaboration across businesses.

Why Is It Important?

More effective execution that saves time (through faster decision making) and

money (from resource sharing, knowledge transfer, and lower interaction costs)

Improved customer experience such as seamless access to multiple products and

services from across the corporation

Greater innovation and bolder strategic moves, thanks to the cross-pollination of

ideas and the abolition of impenetrable boundaries between businesses

Higher motivation and morale deriving from the greater trust between individuals

and the sense of belonging to a community that is working toward shared goals

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ENTERPRISECase Of An Enterprise Breaking Silos And Enabling Cross Functional Collaboration


A large enterprise had created a structure of siloed functions to enhance productivity but soon realised that the model did not

yield the required output when it had started scaling. Hence it adopted a collaborative model to increase productivity (at the

same time shortening the PDLC ).

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Organizations should break silos caused by geography, hierarchy and departments

Companies should always look to co-locate teams that have higher degree of adjacency

and build formal consolidated organization structures

Hiring philosophy should enable cross function / competency deployment of resources

Companies should provide ample training sessions and programs for their employees so

that their skills and knowledge can be moulded to suit the companies’ needs

Companies should enable resource mobility especially at leadership levels to mitigate the

risk of aggregating competencies and skills in one location / department

Reducing manager to employee ratio and creating techno-functional managers

Investing in New Age Agile Workspace

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Enterprise Productivity specifically on ecosystem.

• Strategic Partnerships

• External Elements






External Elements

Introduction

Our Point of View

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ECOSYSTEMOutsourcing, open collaboration and inbound external knowledge flow are some of the partnerships that enterprises are heavily investing in to achieving enterprise productivity


Strategic Partnerships are external collaboration efforts made by the company to focus both on the top and bottom line. These partnerships

are forged based on long-term value realisation both in terms of productivity and business. Some of the trending strategic partnerships in the

ecosystem are:

Outsourcing helps to ensure that the staff

have I.T. systems with the functionality they

need in many ways, and some are listed below

–

24*7 Service & Support

Scalability

Tailored to meet requirements

Outsourcing has been extended beyond just

IT. Product engineering services , HR, F&A

have become core businesses that have been

outsourced to achieve cost optimization as well

high productivity

Traditional challenges of productivity seen in

R&D centers across the globe are:

Research vs Development

Distributed R&D via Venture Capital

Stage-gate thinking

Open Innovation/ Co-creation is one of the

main points that are highlighted in any

portfolio thinking in innovation management

for emphasising on tech disruptions and

performance improvements

Learning on–the–go and in a classroom

are very different experiences. However, if

both are combined the learning from it is

optimal as it is practical in nature

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ECOSYSTEMOutsourcing is now seen beyond just cost optimization. It’s a mechanism to help businesses grow i.e both the top line and bottom line


OUTSOURCING

OFFSHORING VS OUTSOURCING

Across many verticals, its noticed that the outsourcing

is a substantial portion of the offshoring strategy.

Across verticals, around 39% of the offshored work

is outsourced, indicating the importance of

outsourcing.

IMPACT OF OUTSOURCING

Offshored

Outsourced

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ECOSYSTEMThough IT and Product Engineering Services are the most outsourced work, HR and F&A are becoming the most outsourced support functions


OUTSOURCING

What Work Is Outsourced?

Enterprises outsource both product engineering as well as

support functions. However, the degree of the outsourcing

is dependent on the criticality of the work. The key drivers

for outsourcing work:

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Enterprise Productivity specifically on ecosystem.

• Strategic Partnerships

• External Elements






External Elements

Introduction

Our Point of View

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ECOSYSTEMExternal Elements


External factors such as traffic, community, season, etc., have a sizeable impact on the productivity. These factors are beyond enterprises’

control and hence it depends on the individual to tackle these elements to enhance productivity.

Enterprises have started some initiatives to tackle these problems like providing Wi-Fi enabled buses, inter company cabs/bus pooling,

flexible leave planning, celebrating festivals in offices to increase employee engagements

Traffic is affecting the Indian Ecosystem the most in terms of productivity

• India is loosing double the amount of productive work

time as compared to different global locations

• There should be a focused approach to improve

infrastructure in these cities

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ECOSYSTEMEmployees in city offices have more productive work time than their counterparts in remote SEZs due to time saved in travel

Source: Sapience Analytics – Global Trends 2015

Teams in Mumbai shows the maximum time at work on a consistent

basis. It probably reflects the highly professional work culture in

Mumbai, and the predominance of finance firms where work tends to

be more intense. Time at work was similar in NCR, Pune, Bangalore

and Hyderabad, and 15 minutes less than Mumbai.

Location Makes A Difference – Across Cities

Typically its seen that employees in city offices have 30 minutes more

productive work time than their counterparts in remote SEZs. This may

be because employees usually take company transport to remote

offices. Their time is limited by the bus timings, while those at city

offices can stay back late if required to complete their work. Larger

offices (typical in campus style remote SEZs) also mean time wasted

waiting for elevators, walking to meetings in other buildings and

remotely located cafeterias.

Location Makes A Difference – Across Type of Facility

Productive work hours on PC

Productive work hours on PC

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Outsourcing should be an important part of the corporate strategy. Non critical IT services

and Support functions should be outsourced to improve productivity

More investments to connect with developer communities

Work from home flexibilities to bypass traffic and seasonal issues

Partnerships with universities to build a skilled resource pool

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AGENDA


Introduction

Our Point of View

This section includes Zinnov’s point of view on enterprise

productivity and how enterprises should look at it

Point of View

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As the industry landscape is rapidly evolving, so are the expectations from employees and enterprises. No

more is top line the only concern for enterprises. Competition has become fierce enough to drive enterprises

to investment in process, people, technology to keep bottom line in check. The definition of productivity in

itself is no more work output/work input.

New age definition of enterprise productivity:


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THANK YOU

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Zinnov Management Consulting (www.zinnov.com)

Zinnov is a boutique management consulting firm that has been at the forefront of innovation and thought leadership. Our over a

decade experience in globalization helps us in understanding customer problems and coming up with viable solutions. We assist our

clients in addressing globalization challenges by offering customers insights, data, and implementation support to address their

challenges. Our in-depth experience is driven by our focus on engineering and digital practice areas

About Zinnov

http://www.zinnov.com/

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Sapience Analytics (www.sapience.net)

Sapience Analytics is a unique People Analytics @ Work technology solution that really moves the needle on business profitability by

powering a 20-30% increase in organization productivity, and also improving employee engagement and wellness. Managers and

CxOs get accurate Workload and Capacity Utilization insights across every business dimension of interest, enabling them to align

their talent pool to strategic needs. Employees are empowered to own their productivity and wellness through mindful work.

Sapience is helping over 100,000 users at 75+ enterprises across 10+ countries. Recognized as Gartner Cool Vendor (2015),

Sapience is the recipient of over a dozen global awards for its innovative product and fast growth. It also owns the Art of Working

platform (www.ArtofWorking.net) , that brings together several of the world’s leading productivity experts and working professionals

interested in improved personal effectiveness at work.

Download Sapience Buddy on your PC for your personal use – www.sapience.net/buddy/ – it’s free!

Sapience for Mobile is available on Google Play Store and Apple App Store.

About Sapience

http://www.sapience.net/

http://www.artofworking.net/

http://www.sapience.net/buddy/