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How Zensar Technologies drove resource capability and operational excellence through its senior project managers and solution architects
An enParadigmTMclientstory
enParadigmTM
Business Context
Zensar is an information technology and infrastructure services company based outof Pune, which is part of the RPG Group. The company had revenues of INR 2,964 crore in FY 2015-16 and an employee headcount of over 8,300 across 29 locations. The company has most of its 200 plus customers in retail, manufacturing, and BFSI sectors.
2015-16 was the year of change at Zensar. Ganesh Natarajan, CEO from 2001, who grew the business from a INR 40 crore, 400 people organization, was stepping down. Sandeep Kishore, earlier Corporate VP at HCL Technologies, was taking over as the new CEO. The company was shifting its business model towards digital solutions and application services. The L&D team, led by Tarun Raj, was redefining the company’s talent and succession planning processes. As part of this initiative, the company created a new competency framework and defined transition levels between first-time managers, managers of managers, managers of functions and managers of business. Each transition levels had critical competencies defined which were needed for managers to go to the next level.
enParadigm interacted with key stakeholders across different levels of the organization, and using our REITM system, designed a business simulation intervention for senior
project managers to help them with the transition from managers of managers tomanagers of functions.
t
enParadigmTM
Intervention Objectives
Understand impact of scope creep, missing SLAs & deadlines on future pricing and mining more business from customers
Understand the impact of process improvements and automation on margins, and drive initiatives beyond delivery
Understand the impact of costly senior resources on project margins, and proactively train younger resources to manage this
Mitigate the impact of frequent change requests, by improving people planning and estimation processes
Field and site visits to understand performance gaps
Connect with participants and reporting managers to identify challenges
RELEVANT SOLUTION
Meet with business leaders to understand business model
DeliverBusiness Simulation Program
ACTION ITEMS
IMPACT ANALYSIS REPORT
2nd Follow-up on implementation of action items1st Follow-up on
implementation of action items
Weekly Online gamified Retention Modules
21-2526-30
31-3232
200
16-20
120-127180-187
0-15
40-68
DAY
DAY
DAY
DAYDAY
DAY
DAYDAY
DAY
DAY
REITM Road Map6 Month Intervention
enParadigmTM
enParadigmTM
Each team of 3-4 participants take
decisions for a virtual delivery unit
Dynamic Environment
9 Mutually decide each team member’s functional role
9 Formulate a business plan
9 Take cross functional decisions
9 Discuss functional conflicts
9 Analyze results every month
Team Dynamics Tools and
Frameworks
Competition Decisions
Debrief with Facilitator
Concept Sessions
Learning Inputs
9 Process adherence and SLA management
9 Resource planning and estimation
9 Project costing and financial management
9 Employee value proposition and people management
9 Cross-functional collaboration
Customer Decisions
Sharp Business Insights
Takeaways:
Time-Bound Action Plan
The Simulation Experience
No. of Participants : 23
Senior Project Managers, Solutions Architects
P&L complexities
enParadigmTM
Where The Needle Moved
enParadigmTM
7/15 participants drove operational excellence
11/15 participants enhanced resource capability
6/15 participants improved commercial acumen
*Based on our impact analysis conversation with 15 participants and reporting managers out of a total of 23 participants
enParadigmTM
ROI Of Intervention
11
76
IMPLEMENTATION ( POST 6 MONTHS )
15 participants drove the following outcomes
7
22
13
10
KEY TAKEAWAYS (END OF PROGRAM)
enParadigmTM
Driving Customer
Loyalty
Enhancing Resource Capability
Driving Operational Excellence
Improving Commercial
Acumen
7
19
10
7
ACTION ITEMS ( END OF PROGRAM )
Driving Customer
Loyalty
Enhancing Resource Capability
Driving Operational Excellence
Improving Commercial
Acumen
Driving Customer
Loyalty
Enhancing Resource Capability
Driving Operational Excellence
Improving Commercial
Acumen
23 participants gave the following key takeaways
21 participants gave the following action items
1
* Based on our impact analysis conversation with 15 (out of 23) participants and their reporting managers
enParadigmTM
Post Program Implementation Outcomes
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enParadigmTM
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Team productivity has improved. I have done some evaluation and some delegation and also removed the gap between the clients and the team members so, now there is flexibility and transparency between them and they are able to connect with each other well. We had a couple of priming sessions for domain knowledge by some experts for our team members. Defect rate has come down. For eg. - if last quarter we had around 10 now it has come down to 3-4. We have hired freshers and candidates with less than 3 years of expertise. This has reduced the hiring cost and our team size increased from 15 to 25 and our productivity has also improved.
Nagasiva Kumar Chilaka Project Manager
I am now able to read and understand financial statements better than before and I’m doing it regularly to understand it better. Now, I have frequent meetings with the team members and discuss about the possible chances in improving the productivity and automating the processes. Team interaction has immensely improved and I’m able to connect to the team members quite well. We have regular one-on-one meetings which is helping me as well as the other person.
Sanjog HonraoSolution Architect
“
enParadigmTM
We are able to ramp up certain team members according to the requirement of the project with our learning plan. We are also having regular meet-ups with the teammates with different sets of training plans according to their roles. Revenue and margins are looked after by the group manager I report to, but I'm actively involved in discussions regarding this as my next promotion will be to a group manager.
Samaresh SinhaSolution Architech
“
I have initiated more training for myself and for my team which included digital awareness, new frameworks, domain training etc. I also have completed Certified Scrum Master ( CSM ) certification successfully. The trigger for the above is from your workshop. Every team member now understands the importance of training and they are now willing to do it on their own. This has increased the knowledge of the team members and helped us in resolving the issues and fulfilling the deliveries on time. Team members are now taking part in all activities proactively. They are taking up tasks on their own and completing those on time.
Girish DeshmukhGroup Manager Projects
We partner with businesses to bridge performance gaps within the leadership team or below. Using R-E-I as a methodology and customized simulations as tools, we help you drive valuable and actionable insights, and enable your team to create measurable impact.
enParadigmTM
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