Sustainability in the Digital World: Do’s and Don’ts

By Sairam Bollapragada

While the entire humankind is going ga-ga over the word Digital, there still seems to be much struggle around organizations in creating a Digital transformation blueprint/value and adopting the same quickly.

This note is an attempt to bring to table salient features of becoming Digital relevant in true spirit and deeds. Let us take the points, one after the other:

  1. Goals and Objectives: An Organization should ask itself if they have a dossier which explains to all its employees what Digital means to their business. It is not mandatory that all aspects of Digital should mean something to you. Pick the relevant ones which are critical to your business and get started on the transformational journey.

 

Organizations should get aligned to their clients (both current and potential) on how they can leverage your Digital capabilities to strike a chord with the digital needs of their clients as well. Hence the sales teams should understand the needs and current capability. In fact they should be the first agents of the change to bring to table the digital market needs and hence what we need to nourish as capability.

 

The upskilling is the next most important action. Since the entire demand is moving towards Digital, your upskilling plays a strategic role. The two cannot be misaligned considering even the short term requirements.

 

  1. Adaptability: Your strength to react to the changes in market demand is very critical if you need to be seen as the early adopters in the market . Understanding the market conditions and demand fast, acting to invest in a skilled workforce faster and be the first implementers is essence – which all sums up to reflect on how Agile you are as an organization. You may have to ruthlessly clear the clutter or legacy clingers who can become a challenge to the road to transformation. This will also help your perception in the market and make your sales teams to approach the market with that much more confidence. Unless you up your risk antennas, the conviction will be missing in your commitments. The challenges are greatest learning tools which prepare you to handle bigger commitments. Hence create a risk taking culture that thrives on innovation and experiments.

 

  1. Change Management needs to be carefully crafted out of a network of sources which should become your strongest source of drivers in enhancing your objectives of Digital transformation. Change. When inevitable has to bring in objectivity to avoid chaos. In the Digital space, it pays you richly through both internal and external partnerships. Co-creation is a critical component of this Change process. Please refer my earlier blog: https://itservicesdelivery.wordpress.com/2016/12/05/digital-transformation-looking-outside-for-a-change-agent/

 

  1. Congenial Work Environ: The culture of clinging and hugging often seen as threat to change, is led by folks who don’t want things to change as it reflects their insecure mind-set. Millennials must be provided a platform to bring in fresh ideas through their out of box creative minds. They don’t carry any baggage and hence you can almost always expect a fresh bag of ideas. Once you encourage such an environment, ideas will flow automatically. Let the owners of execution incubate these ideas and convert them into compelling propositions for their clientele. The more fresh ideas you take to clients, the more your probability as being perceived as a leader in the space. Remember perception management is also very critical across the ecospace. Strategic initiatives cannot be allowed to be held ransom to the feudal mind sets of folks obsessed with large teams. The question then to them is – how would you embrace the upcoming digital twins in your workforce.

 

  1. Focussed Teamwork aligned to Objectives: In the services business of annuity, we seem to understand a lot about value creation. We try and demonstrate through our PIPs (productivity improvements), CoD (Cost Of Delivery), etc. However, with the advent of Digital and Automation, the client’s expectations have gone exponentially wild compelling all service providers to think radically different. Hence the above point 4 holds that much more water. Most persons facing the client needs to come across as your digital brand ambassadors (if not all). The approaches you position to the clients should prove your thought leadership. Often the rift between what is sold and what is delivered leaves a bad taste with the clients. This is a true reflection of what lack of orchestration within the teams. Hence your need to align all the teams to speak one language of offerings-capabilities-capacities to establish credibility.

 

Last but not the least, every Digital customer is looking for uniqueness in the solution being delivered. So please be very cautious before you replay a plethora of offerings while you showcase your might.

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Management by Escalations – the new norm ?

By Narayan Katti

In the past few years, I have seen a new trend – managing projects, programs and related business in IT Services Industry by escalations. This has become the norm than an exception and it is quite a disturbing trend. Unfortunately, this has encompassed customer organizations, as well and not just limited to IT services companies.

This topic might raise few eyebrows and some may brush this topic aside, but I feel it is definitely thought provoking. If one were to look at this dispassionately, it could raise many questions that need attention and answering by the teams and especially the leadership team.

The formal definition of Escalation is “a rapid increase”, “rise” and also “an increase in the intensity or seriousness of something; an intensification”.

Going strictly by this definition and the spirit behind it, one expects that Escalations are created / raised when the matter is very serious. Also, escalations are raised when the resolution of an issue has not happened or the way the progress towards resolution of issue is not satisfactory. But I find that today, the escalations are created / raised with a drop of hat, without proper due diligence, working together to resolve the issue or providing a solution to resolve the issue. Hence I am asking this question – are Escalations becoming a new norm than an exception ?

I am not suggesting, even remotely that escalations should not be raised. I am just questioning the timing and the spirit behind raising escalations. When matters do go out of hand that would cause material impact, one has to raise escalation. Matters and issues that need higher level attention for resolution need to be raised. But before reaching that stage, one should ask this question – has there been enough effort spent to work together to resolve the issues.

Consider the following scenario:

A web commerce implementation project goes haywire due to various issues. The customer IT manager, who is responsible for the project panics, raises an escalation to the CIO through his manager. The customer IT manager blames the IT services organization squarely. The CIO becomes furious. He has a direct connect and rapport with the CEO of the vendor IT services organization and hence escalates this issue directly to the CEO of IT services organization. All hell breaks loose in the IT services organization. The team involved in the implementation till the Delivery Head are taken to task. After a very careful and deep analysis by the team, it is found out that there were configuration issues in the platform which was not under the purview of the service organization. Later on the product company is involved and the issues are resolved. But the damage was done to the team, whose morale and confidence was shattered by this episode.

I have come across many such scenarios, where in the issues are escalated without much diligence and understanding. This creates a panic situation and does not help the situation.  I have often found that the customer organization never understands the vendor organization properly and hence is blind-sighted to these so-called escalations. Many a times the vendor leadership also gets into the haste mode to fix the issues (brazenly?) without deliberating or reasoning with the teams. The erosion of confidence levels of the team is more in this case.

My take

Issues are bound to arise in any IT engagement and depending on the size of the engagement, the number and impact of issues may vary. When issues do arise, we should encourage the teams to do the following.

  1. Encourage the team to bring up the issues to higher management, depending on the seriousness of the issues.
  2. Encourage the team to conduct the root cause analysis, impact assessment and try and rresolve the issues themselves and then reach out to wider organization

The management team instead of reprimanding the team, should understand the issue, provide all necessary help and as needed provide support through wider organization