TCS Case Study The OD JourneyFlow of presentation Pre OD Scenario OD Interventions Post OD Scenario Racing towards achieving its vision of being global top ten. Premier position in the industry in terms of revenues.Pre OD scenario of TCS In the years 1998-99. Quality initiatives. TCS had grown into the largest Indian software company. Use of good technical tools and procedures and Encouragement of individual excellence in performance. Focus on training programs. . On time delivery. . Focus on specialization. Inter group co-ordination & knowledge sharing. Rewards and Recognitions. Selectivity in projects.Diagnosed problems Mounting revenue pressures. Branding and PR. Efforts on Experimentation & Innovation. for a Change Alignment and Attunement Integrating and balancing out the four voices: Voice of Shareholders Voice of Employee Voice of Customer Voice of Technology 2002: Need . Aim: To challenge the conventional ways of thinking and to give shape to the key drivers of change .Scenario Building Workshops Internal organization workshop was conducted with top management for scenario building. consistent with the envisaged future scenario . To develop a new language for the organization. Focused at a larger level. Realistic listening and dialoguing. on the The TCS that can be . Dissemination and communication of the scenarios with teams. with help from expert OD consultants: To build the context. . To explore means of institutionalizing goaloriented performance management within the organization.Goal Alignment & Balanced Scorecard A Teach-Train-Transfer workshop on Goal alignment was conducted. To think through goal setting at TCS with a systems perspective to goal alignment. . Besides. Lead to the formulation of career paths in TCS global services This structure was designed to enable a fair degree of flexibility in rotating at appropriate levels. team work. Business leaders dialogued to evolve the mission and expectations and further.Balanced Scorecard. energizing and task facilitation through HR. there was an exercise to bring out new role definitions in Human Resources (HR). and individual growth. provides avenues for individual growth. to design enablers for continuous change. ... focusing on alignment. PROPEL The Intervention: Culture Building @ TCS o Exchange of ideas & problem solving o Two modes Confluence Camps . The case of a Large relationship @ TCS Team Alignment through PROPEL framework & Spiral Dynamics: Initiation (Nov 2004) Awareness sessions & Workshops (Nov Dec 2004) GAP Analysis (Jan June 2005) Implementing improvement plan (August 05) Next Steps . Strategizing. Used to analyze the problems faced by the relationship in relation to these tensions. along with timeframe for closure. To arrive at workable solutions to the identified problems. Impact was analyzed in terms of short term and long-term actions. action plans and owners of each plan were identified. Shareholders. The situation summary was charted out. Improvement goals. 4. Improving. within designated timeframes.Value Cards at the Large Relationship Devised after the analysis of tensions existing in the four dimensions as represented by Voice of Customer. . for each actionable. Helped to effectively capture and track this through the following steps: 1. Employee and Technology. 3. 2. Success measures were identified against the dimensions of Valuing. Leadership 2. Analysis& knowledge management 6.Improvements through Measurements/ Initiatives: Excellence at the large relationship (AEP) The Account excellence program ( AEP ) at the large relationship was modeled on the lines of the Malcolm Baldridge National Quality Award/ Tata Business Excellence Model. The model touches upon 7 key categories: 1. Measurement 5. HR focus 7. Strategic Planning 3. Customer & Market focus 4. Process management & Business result . Awarded to encourage star performers for each month within each Business Unit of the relationship.Other OD Interventions Initiatives Deployed Nakshaktra Award Summary Reward and Recognition initiative within the relationship. The unique feature of this initiative is that even team members can nominate their peers An interaction / mentorship initiative with the lead of the relationship. To help them gain confidence through sessions by certified facilitators In Touch Toast Master Club/Lets Talk . Any employee can walk in to meet the lead and discuss out any problems/ suggestions for improvement in the relationship To enhance personality/communication ability of associates in the relationship . This is followed by a simple quiz to check the effectiveness of this initiative Open House/ Town halls Walk the talk . The aim of this initiative is to make the new entrant feel valued. To discuss the larger vision and achievements at relationship level with all employees across the Business Units. Serves as a platform for recognizing good performers and celebrating milestone achievements A senior associate within the relationship takes any new joinee to the relationship. To act as a stress buster. on a tour of the facility. There are champions within each unit who drive these fun activities in the relationship The objective was to encourage strategic communication.Initiatives Deployed Fun@ Relationship level Summary Initiated to bring in a spirit of team. Communication.Darpan . Results shared with the entire team and actionable evolved through a series of camps and confluences . The Questionnaire to capture associate feedback across 5 categories: Career & Job. as well as individual Business Units within the relationship. Analysis was done for the overall relationship.Reflect and Improve Darpan Associate Satisfaction Survey for large relationship. Culture & Pride. Leadership. Supervisor. 90% of the team felt that their supervisors are approachable & enable them to do their job better. 91 % of the team felt proud of being part of the relationship. 90% of the team felt that they can see the big picture how their contributions add value to customer. .Outcomes From Darpan : The Cultural Perspective ASI increase in Darpan 06 & corresponding increase in CSI. Confluences invested in personal transformation for the employee. camps invested in improving the workspace. as also the sharing of success stories and best practices across the organization.Post OD scenario from a culture perspective Organizational Development interventions have been instrumental in terms of enhancing value to the customer & employee at Tata Consultancy Services. Valuing of employees was institutionalized through establishing processes that enable and enhance individual performance. a collective transformation of dreams and concerns into response capabilities was envisaged. Through Scenario building. . and lead to empowered project teams. Issue based mentoring was facilitated.encouraged sharing of ownership and empowerment to change. PROPEL. with camps and confluences as enabling frameworks. The focus shifted to adding knowledge through delighting every customer. Helped push self imposed boundaries and limitations through challenging organizational boundaries and limitations constantly. . There was continuous investment in learning. The earlier tendency of self-sacrificing hard work was replaced by a shift of focus to teamwork and valuing of the employee. and an active sharing of knowledge with the aim to convert learning into action. Continuous scanning of environment for opportunities and threats was proactively looked at. Goal alignment through cascading of Balanced Score Card concept could be achieved organization wide. Conclusion OD interventions at TCS have helped build a culture of fostering systems thinking. Creating forums for dialogue. and constantly generating new knowledge. . For the organization at large. expressing differences. OD helped to reiterate the merits of valuing enquiry. Encouraging leadership at all levels.