ANALYSIS OF ORGANIZATIONAL DEVELOPMENT TATA CONSULTANCY SERVICES

INTRODUCTION
Organization development did not gain significant importance before the advent of globalization. As the operations of companies were predominantly at domestic level, with relatively smaller targets to achieve ,manageable deadlines and very few cultural conflicts. Globalization brought about various changes and threw many challenges before the organizations because of the several factors 1 - Global operations of companies. 2 - Enhanced productivity and cost reduction. 3 Penetration of technology to automate various business process. 4 Exploitation of IT to enhance efficiency as well as effectiveness. 5 Pressure to maintain efficient supply chain by removing process bottlenecks. 6 Employees expectations and motivation. 7 Adhering to environmental regulations utilizing green audits. 8 Brand management. 9 New age marketing and achieving revenue targets globally. 10 Project deadlines. 11 Customer satisfaction. 12 Customer service. These factors are applicable to almost every medium to large scale company, irrespective of the sector,in which it operates. This lead to various interpersonal /intergroup/interdepartmental conflicts,which are resolved by Organization development interventions. TCS, one of the group companies of TATA faced similar problems, so OD interventions were utilized to sort out the issues.

PRE OD SCENARIO
STRENGTH AREAS OF CONCERN

REVENUES Strong Premier position Focus on short -term revenues only. Sidelining medium and long term Markets and activities(product & Knowledge development) Strong individual customer relationship Concentration on short term projects only, Ignoring long-term objective of the customers. PROJECT SELECTION Preference to revenues generating project only Strategic organization on the basis of Technology. Delivery on schedule. Pressure for faster delivery. SPECIALIZATIONS Focus on voice of customer, Multidomain Exposure, Ignoring Voice of employess Lack of strategic expertise. EXPERIMENTATION & INNOVATION Sound theoretical knowledge. Dr De Bonos innovation techniques Lacking innovative approach. Limited perceived rewards of experimentation. REWARDS & RECOGNITION Individual performance oriented reward structure, Lack of institutionalization of team based Rewards at the organizational level. CO-ORDINATION & KNOWLEDGE SHARING Centre oriented knowledge sharing. Absence of formal system to share knowledge, Avoidable rework to resolve similar issues.

BRANDING & PERSONNEL RELATION Largest Indian Software company, Lack of image building initiative, Negative impact on pride of employees. Unable to attract quality talent. Stress on key performers.

ALIGNMENT & STRUCTURE AT TCS

Interaction between human & system dynamics was needed considering the originating entites, Market Structure Technology Culture Strategy, Form, Capacity,

Synergy,

Alignment of strategy and culture is done by integrating & balancing four voices :Voice of wealth, Voice of employees, Voice of customer, Voice of technology, This helps in improving the strategy, value, service, vitality, investment & improvement of the organization.

SCENARIO BUILDING WORKSHOPS

Key drivers that can bring about realistic change in TCS were discussed , followed by dissemination of future course of action to other employees. Emphasis was given on key areas like new TCS tools,high end consulting assignments, new business models,adoption of new technology and product development.

GOAL ALIGNMENT & BALANCED SCORECARD

Several organizational processes & systems were reevaluated on global standards & the following measures were taken Conduction of teach train-transfer workshop for better goal alignment with the organization s goals & values. Exploring the possibility of goal- oriented performance management system.

Conceptualization of Personal score card,clearly outlining goals, outputs, performance management & value addition to the company. Balance scorecard including all four voices was proposed. Online regular review & feedback system was placed in the company. Reward system was put in place , linking it with incentives & value added. Career planning & mentoring process was initialized. Training & development was initiated to assign role alignment in an effective way.

PROPEL
It is an OD intervention for building culture at individual as well as team level.The objective was to facilitate exchange of ideas & immediate problem solving.Change management through alignment with growth strategy was enabled to share current & emerging experiences. PROPEL had two modes1 CONFLUENCES :Listening to employees voice in an open platform created for this purpose only. 2 CAMPS : Problem solving focussed on improving quality, reducing costs & innovative delivery measures.

MANAGING LARGE RELATIONSHIPS THROUGH PROPEL

Team alignment to achieve coherent, sustainable & smooth relationship in large organizations like TCS was the main objective to deploy propel. This was achieved through several stages 1. INITIATION : Mapping of relationship was done at this stage to reach the desired stage from current level. It gave the blueprint for sequential development of culture. 2. AWARENESS SESSIONS & WORKSHOPS : Analysis of data was done and the observation made was agreed by the employees, such as employees expectations, interdependence. reluctance to approach head,stress mismanagement & result and task oriented disposition. The results were matched & synchronization attempted with top leadership expectation. 3. GAP ANALYSIS : It addresses the gap between various roles required at a particular job & the measures needed to diagnose and treat such defects. 4. IMPLENTING IMPROVEMENT PLAN : Demings Plan-Do-Check-Act (PDCA) cycle was utilized to monitor progress at regular intervals to identify areas of improvement.

VALUE CARDS
This is a tool to analyze relationship problems arising out of interaction between four aforementioned voices. It arrives at workable solution by 1. 2. 3. 4. Charting out the summarized situation. Identification of person to be assigned with improved goal along with well laid action plan. Values, strategies & improvement were identified as the dimensions to measure success. Short -term & Long-term impacts were analysed.

ACCOUNT EXCELLENCE PROGRAM

This program focussed on 7 key categories: 1.LEADERSHIP. 2. STRATEGIC FOCUS. 3. CUSTOMER & MARKET FOCUS. 4. MEASURMENT 5. ANALYSIS & KNOWLEDGE MANAGEMENT. 6. PROCESS MANAGEMENT. 7. HUMAN RESOURCE MANAGEMENT. AEC acted as a change driver & umbrella for initiating business excellence, to create value for all stake holders- employees, shareholders,customers, suppliers & society. Value creation framework through benchmarking in the following disciplines:

DIMENSIONS
Customers requirement Process Cost Quality Waste Customer & Product service Customer demand & Market changes Operations & Programs delivery

ATTRIBUTES
Meeting deadlines. Minimize Variation & improvement. Minimization. Improvement. Elimination, Standardization. Flexibility, Meeting deadlines.

HR INITIATIVE TO FILL HR GAPS

INITIATIVES
Account Excellence Plan Nakshaktra Award In Touch Fun@Relationship level Toast Master Club/Lets Talk Open House/Town hall Score for 7 catagories is determined. Star performers in each business unit. Mentorship program with Leader. Stress buster fun initiatives. Personality & Communication. Strategic Communication.

PURPOSE

Associate satisfaction survey(Darpan) Strength & Weaknessses in relationship. Walk the talk Value motivation to new entrants.

DARPAN: REFLECT.IMPROVE & CULTURAL OUTCOMES.

Associate relationship survey was called Darpan, consisting of 20 questions from various management & behavioural sciences,mostly revolving around supervisor.Analysis was done for overall as well as individual business units, and the results then made available to concerned units. The findings of Darpan were: 1. 2. 3. 4. 5. 6. 91% of the team felt proud of being a part of the relationship. 90% were able to visualize the big picture, their role towards customer satisfaction. 90% felt that their supervisors were approachable for any guidance. Transparent culture & strategic communication were institutionalized in the process. There was a deliberate attempt to focus on corporate social responsibility. Greater Project efficiencies were achieved by improved team work.

CONCLUSION
As mentioned in the introductory part OD interventions have been useful for the TCS in enhancing values for both customer as well as employees. Valuing employees & empowering them increased their their productivity. Goal Alignment could be achieved by means of balance scorecard. Continous investment in learning was initiated. Teamwork took dominance over individual work. So OD interventions helped TCS to overcome various problems.