PGeMBA HR 2010-12

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Process Interventions
Organizational Development

David D'Penha Garima Kilkarni Nidhi Jinesh Shah Nidhi Gupta Payoja Manglani Snehal Shimpi

10033 10047 10095 10097 10108 10157

Organizational Development Process Intervention

TABLE OF CONTENTS

TABLE OF CONTENTS INTRODUCTION DABBAWALLAS CASE INDIAN RAILWAYS CASE IBM CREDIT CASE TCS CASE AADHAAR CASE BIBLIOGRAPHY

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INTRODUCTION
In organizations worldwide today, there is a greater realization of the importance of Organizational Developmental (OD) interventions in facilitating the rapid changes brought about in the current competitive environment. Organizations today struggle to balance the tensions between Voice of Customer, Voice of Technology, Voice of Strategy and Voice of Employee in the context of a globalized and dynamic market, which makes competitive advantage and sustainability the key mantras of corporate survival and success. Organization Development has been defined as a process by which behavioral science knowledge and practices are used to help organizations to achieve greater effectiveness, including improved quality of life, increased productivity, and improved product and service quality. Process interventions aim at helping the work group to become more aware of its own processes, including the way it operates, and using this knowledge to solve its own problem. The creation of a relationship with the client that permits the client to perceive, understand and act on the process events that occur in the clients internal and external environment in order to improve the situation as defined by the client Process Interventions focus on improving the performance of organizations primarily by modifying: Operations Procedures Technologies Structures and Roles & Positions

Organizational Development Process Intervention

The following are examples of activities that focus on improving the performance of organizations primarily by modifying structures, technologies, operations, procedures and roles/positions in the organization. Although the types of interventions selected for a project depend on a variety of considerations and the interventions in a project often are highly integrated with each other, the following process interventions might be particularly helpful in the following kinds of situations: rapid growth but few internal systems to sustain that growth, much confusion about roles, a new major technology or process has been introduced, many complaints from customers, etc. These interventions might also be useful in new organizations where internal operational systems must be developed and implemented. Balanced Scorecard Business Process Re-Engineering Downsizing and Outplacing ISO9000 Management by Objectives Organizing Staff Organizing Tasks, Jobs and Roles Six Sigma Total Quality Management Six Overlooked Keys to Organizational Alignment Strategy First ... Then Structure They stress both human fulfillment and productivity; and expect that appropriate work designs and organization structures result in effective organizations. They are concerned with restructuring organizations through Structural Design, Downsizing, and Reengineering.

Organizational Development Process Interventions

DABBAWALLAS CASE
Dabbawalla, is a person in Mumbai (Bombay), India, whose job is carrying and delivering freshly made food from home in lunch boxes to office workers. The word "Dabbawala" is literally translated as "one who carries a box"; "Dabba" means a box (usually an cylindrical aluminium container), while "wala" is a term of reference to the preceding word (literally translated, the closest meaning would be "tiffin-man"). Though the profession seems to be simple, it is actually a highly specialized trade that is over a century old and has become integral to Mumbai's culture. The dabbawala originated when India was under British rule: many British people who came to the colony didn't like the local food, so a service was set up to bring lunch to these people in their workplace straight from their home. Nowadays, Indian business men are the main customers for the dabbawalas, and the services provided are cooking as well as delivery.

Mumbai is a densely populated city with a huge flow of traffic. Because of this, lengthy commutes to workplaces are common, with many workers traveling by train. Instead of going home for lunch or paying for a meal in a caf, many office workers have a cooked meal sent by a caterer who delivers it to them as well, essentially cooking and delivering the meal in lunch boxes and then having the lunch boxes collected and re-sent the next day. This is usually done for a monthly fee. The meal is cooked in the morning and sent in lunch boxes carried by dabbawalas, who have a complex association and hierarchy across the city. A collecting dabbawala, usually on bicycle, collects dabbas from homes or, more often, from the dabba makers (who actually cook the food). The dabbas have some sort of distingushing mark on them, such as a color or symbol (most dabbawalas are illiterate).

The dabbawala then takes them to a designated sorting place, where he and other collecting dabbawalas sort (and sometimes bundle) the lunch boxes into groups. The grouped boxes are put in the coaches of trains, with markings to identify the destination of the box (usually there is a designated car for the boxes). The markings include the rail station to unload the boxes and the building address where the box has to be delivered. At each station, boxes are handed over to a local dabbawala, who delivers them. The empty boxes, after lunch, are again collected and sent back to the respective houses.

Everyone who works within this system is treated as an equal. Regardless of what function a dabbawala, everyone gets paid about 4,000 rupees (which equals around 50 British pounds), not a lot of money when one
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considers

that

they

also

return

the

lunch's

packaging

to

the

home.

More than 175,000200,000 lunches get moved every day by an estimated 4,5005,000 dabbawalas, all

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with an extremely small nominal fee and with utmost punctuality. According to a recent survey, there is only one mistake in every 6,000 deliveries. In fact, the American business magazine Forbes gave a Six Sigma performance rating for the precision of dabbawalas. This rating indicates a 99.999999 accuracy percentage of correctness, meaning one error in every six million transactionsan astonishing (and perhaps unbelievable) degree of exactness.

The service is uninterrupted even on the days of extreme weather, such as Mumbai's characteristic monsoons. The local dabbawalas at the receiving and the sending ends are known to the customers personally, so that there is no question of lack of trust. Also, they are well accustomed to the local areas they cater to, which allows them to access any destination with ease. Occasionally, people communicate between home and work by putting messages on chits inside the boxes. Of course, this was before the telecommunications revolution.

The main reason for their popularity could be the Indian people's aversion to fast food joints and love of home made food. Some of them have delivered lectures in top B-schools of India. The BBC has produced a documentary on Dabbawalas, and Prince Charles, during his visit to India, made a point to visit them (he had to fit in with their schedule, since their timing was too precise to permit any flexibility). Dabbawalas have been practising this art for more than a century.

Tiffin is an old-fashioned English word for a light lunch, and sometimes for the box it is carried in. Dabbawalas are sometimes called tiffin-wallas.

In Hong Kong, from the time of the mass influx of people from China during 1945 - 1950s, until people got richer in the 1970s, the same tradition of tiffin carriers existed as in Mumbai. Typically tiffin boxes were coloured with flowers and other devices for the factory workers lunch.

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Practical Implementation:
7.00am After being given an address, Simon collects a Dabba to transport across Mumbai. This Dabba contains a typical Indian lunch curry, vegetables, and a type of bread called Roti.

8.00am The Dabbawallahs often carry the Dabbas on their heads, Simon gives it a go with the one he's been charged with! He walks to the Dabbawallahs' meeting point, for the start of the Dabba's journey.

9.00am This is how it's usually done! It's estimated that a Dabbawallah carries around 40 Dabbas on his head at one time. That's like carrying 40 packed-lunch boxes full of food, on your head!

10.00am Simon helps the Dabbawallahs lift a crate of Dabbas on to a train. He realises just how heavy it is and can't imagine how the Dabbawallahs can balance it on their heads.

11.00am After a really cramped train journey, the Dabbawallahs shift their loads on to a cart. Each cart holds around 200 Dabbas. These carts are then pushed across the city ready for Dabba delivery!

12.30pm Mumbai is well known for being a manic city, vehicles whizz round the city's streets, tooting horns, and coming very close to the Dabbawallah's cart. Simon finds it quite a hair-raising experience.

1.00pm After what seems like a decade of pushing a loaded cart through the hot streets of Mumbai, Simon reaches his
6

destination

and

hands

over

the

Dabba

he's

been

looking

after.

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2.00pm The food is gobbled up by the Dabba's recipient, while Simon grabs a quick tea-break outside in the now, blistering heat. Once the food is finsihed, the Dabba is handed back to Simon...

2.45pm Simon must now return the Dabba to where he picked it up this morning. He must repeat the process in reverse, there are no shortcuts for a Dabbawallah, or for Blue Peter presenter in training.

Learnings from dabbawalas case: Time management Customer Relationship management Customer satisfaction Cost effectiveness Multilevel coding.

The most interesting fact is that these people do not use any modern technology, yet they have never failed to deliver the lunch boxes on time - irrespective of weather, riots, floods, etc. with an error coefficient of one in 16,000,000 boxes. This is more than Six Sigma - a quality that most businesses strive to achieve. A study conducted by Six Sigma concludes that excellent efficiency and reliability is achieved by the Dabbawalas through competitive collaboration with team members and efficient management of logistics.

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Management of Dabbawalas does not Rely on Six Sigma Study Material As mentioned earlier, above 85 percent of Dabbawalas' team did not even study the O level, let alone the Six Sigma study material. They function on strict management principles. Their (basic) practices are listed here: Their main beliefs are: work is worship, customer is God, time is money, and unity is power. They must wear their uniform, must report on time, must respect customers and always carry identification cards. Decisions are made instantly without meetings and conventions. This case offers various lessons on controlling complex processes efficiently with a small error rate. Even in this technology driven world, the Dabbawalas are rendering an excellent service with the help of a brilliant supply chain. Having gone through the case study, you must have been convinced that it is dedication and instant decision making skills that are required to achieve Six Sigma. You do not really need any Six Sigma study material to achieve the level!

Organizational Development Process Intervention

INDIAN RAILWAYS CASE

Turnaround of Indian Railways: A Critical Appraisal of Strategies and Processes Indian Railways (IR), which was declared to be heading towards bankruptcy as per the Expert Group on Indian Railways in 2001, is today the second largest profit making Public Sector Undertaking after ONGC. The fund balance crossed Rs.12,000 crores in 2005-06, which had reached a low of just Rs.149 crores in 1990-2000. The total investment being planning for the eight-year time frame (2007-2015) is tentatively in the order of Rs.350,000 crores. This confidence is not only due to the rising trend of performance, but also due to the significant growth in the past two years. These two years coincided with Mr. Lalu Prasad being at the helm
rd

of affairs of the IR, having moved into his position on 23 May, 2004. Railway officials called this as the turnaround of IR. The Minister for Railways (MR), Mr. Lalu Prasad, the Chairman and Members of the Railway Board (RB) were reviewing investments for the XI Five Year Plan in mid July 2006. The focus areas that had been put forth in the XI Plan Approach Paper were [Planning Commission, 2006]: 1. Capacity augmentation, especially Delhi-Mumbai and Delhi-Howrah dedicated freight corridors 2. Establishment of logistic parks and terminals 3. Rationalization of freight structures 4. Increased use of IT enabled services 5. World class quality passenger amenities 6. Public-private partnerships for building and operation of rail infrastructure 7. Design of high capacity wagons 8. Restructuring of IR to focus on core activities 9. Establishing a Rail Tariff Regulatory Authority
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The total investment being planned for the eight year time frame (2007-2015) was tentatively in the order of Rs 350,000 crores. This was a significant increase from the planned Rs 60,000 crores (actual expected to cross Rs 80,000 crores) in the X Plan period of 2002-07.

Turnaround Diagnostics
The next question would be the determinants of the 'turnaround'. The increase in total earnings of Rs 7121 crores could be attributed to (i) goods earnings of Rs 5509 crores (17.9% increase on a base of Rs 30,778 crores), (ii) passenger earnings of Rs 1013 crores (7.2% increase on a base of Rs 14,113 crores) and (iii) others earnings including parcel, catering, advertising etc of Rs 599 crores (24.2% increase on a base of Rs 2479 crores) in 200506, out of the total earnings, goods constituted 67%, passenger constituted 28% and others 6%.

Goods Earnings The increase in goods earnings for 2005-06 over 2004-05 was Rs 5509 crores, including miscellaneous earnings due to warfare and demurrage. Excluding the miscellaneous, the increase was Rs 5482 crores. Exhibit 5 provides an analysis of the commodities through which the increased goods earnings were obtained. Coal (Rs 1365 crores), other goods including raw material (iron ore, limestone and dolomite) for other than major steel plants, and other stones, sugar, salt, non bulk goods and containers (Rs 1121 crores), iron ore for exports (Rs 733 crores), cement (Rs 550 crores), raw material for steel plants (Rs 475 crores), fertilizers (Rs. 449 crores) and pig iron and finished steel (Rs 373 crores) accounted for 92% of the increase in earnings, in that order. The increase in earnings from coal and other goods were largely due to the increased loadings. The increase in earnings from iron ore for exports was both due to increase in loading and increase in rates by change of classification. The increase in earnings from cement was due to increase in loading. The increase in earnings from raw material for steel plants was due to the increased loading and increase in rates by change of classification. The increase in earnings from
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fertilizers was due to the increased loading and higher lead. The increase in earnings from pig iron and finished steel was primarily due to higher lead. Exhibit 6 gives the change in freight classification and rates since 2000-01. It was important to note that while the public stance had been that there was no tariff increase, iron ore had been subject to tariff increases by revision of classification. A significant share of increase in earnings from iron ore for exports and raw material for steel plants would be attributable to this. Taking the case of iron ore for exports, a maximum of Rs 277 crores (current yield multiplied by the increase in traffic) out of the increase of Rs 733 crores was attributable to the increase in loading. The balance would be attributable to the tariff increase since there was no change in lead. Also, some of the extra income was attributable to (i) busy route surcharges, (ii) busy season surcharges and (iii) priority allotment of rakes for willingness to pay at two classes higher. A comparison of the loading figures between 2005-06 and 2004-05 shows that increased loadings have been achieved in coal, other goods, raw material for steel plants, and iron ore for exports. The percentage increase with respect to 2004-05 was most significant for other goods (25%) followed by raw material for steel plants (19%), cement (14%), and iron ore for exports (13%). The increase in coal was 8%. The increased axle load would account for a maximum of 14%. The rest would be due to increased rake availability as a consequence of (i) improvements in wagon turnaround, especially in iron ore circuits due to the efforts towards 24 hour loading in sidings in SER and SWR, and reduced train examination and (ii) use of covered wagon rakes which would otherwise have gone empty in SWR. A whole host of schemes have been put in place to attract the freight customer, since July 2005. These include mini rakes for the small customer, volume discounts for the large customer, lean season discount scheme, long term freight incentive scheme, loyalty discount scheme, discounts for providing traffic in the empty direction, incentives at terminals like engine on load and construction of sidings, wagon investment scheme etc. An analysis of the above brings out the effect of the initiatives of (i) increased axle load (ii) reduced wagon turnaround and (iii) market oriented tariffs and schemes.

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Passenger Earnings The passenger earnings in 2005-06 had gone up by Rs 1013 crores (7.2%) over 2004-05. Disaggregate data is not yet available to analyze the elements of this increase. The possible reasons for the earnings in 2005-06 being higher were due to initiatives in running 24 coach trains, deploying additional coaches in well patronized trains and even running of additional trains. These initiatives were made possible by ensuring analysis of demand based on the passenger reservation system data and requiring the field level officers to respond to it by additional supply where possible. In the passenger segment, a reduction of one rupee was offered in the second class ordinary fare, 10% in ACII and 18% in ACI. There had been increase in charges for cancellation, more trains being made superfast with a reduction in time and thus imposing a superfast charge, booking tickets from an origin different from the place of reservation, separation of tickets if a through a journey involved more than one train or a break of journey thus not offering the telescopic benefits (the last charge has since been withdrawn).

The tatkal scheme, targeted at the last minute passenger was extended first from one day to three days and then to five days. This offered a window of opportunity to increase earnings through differential pricing, based on the time of booking. Emphasis has been laid on what has been called touch and feel initiatives to improve the service quality for the passenger. Consequent to the above initiatives, the growth in number of passengers has been 7.5% in 2005-06 over 2004-05 and 7.1% in 2004-05 over 2003-04. The growth in the earlier three years had ranged between -2.4% to 5.4%.

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Other Earnings In the earlier years, the growth in this segment had been marginal. this source of revenue had not received as much focus as in the past two years A slew of initiatives on these areas had been implemented over the past two years, making it attractive for private parties to take advantage of the market opportunity that IR could offer.

Parcel: For the parcel business, even though the leasing concept had been in place earlier, the implementation had been slow due to poor market response. This was given a thrust over the past two years. In a correspondence to the GMs in July 2005, the MR urged, The GMs should ensure that all tender notices concerning parcel contracts are issued within 15 days and tenders are finalized within 2 months from the date of receipt of this letter. The zones were empowered to fix up leases if they could get a bid at 20% more than the previous years earnings.

Catering: Catering was an essential service to IR passengers, both on the trains (mobile) and at the stations (static). Outsourcing in catering through the IRCTC was a major initiative, which received increased attention during the past two years. Like parcel, in the MRs correspondence to GMs, a sense of urgency was communicated focusing on the need to quickly finalize the catering contracts within three months of issuing the tender. Open competitive bidding, many times having to deal with pressures (including court litigation) brought by incumbents, had been a strategy to unlock the potential of this business activity. The political stature of Mr. Lalu Prasad and his ability to deal with such pressures had enabled the GMs and IRCTC to move forward. Even then, at the end of the year, there were pending cases in courts.

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Safety and Security Railways biggest challenge is to restore intrinsic health of network; provide safe transit to passengers and freight traffic; also ensure safe working conditions to employees. Railway Safety Review Committee headed by Justice H.R.Khanna assesses requirement of Rs 15,000 cr for rehabilitation of overaged assets and to provide adequate technology back-up to operational staff connected with train running. Special steps taken to strengthen safety include track circuiting to prevent accidents due to human failure, improved communication between driver, guard and nearest station through mobile train radio system and walkie-talkie sets, block-proving by axle counters, replacing existing mechanical signaling systems with modern signaling systems such as Color Light Signaling, Panel Interlocking, Solid State Interlocking and Route Relay Interlocking. For manning large number of unmanned level crossings and constructing road overbridges/under-bridges, requiring enormous resources, Railways proposes setting up separate Safety Fund to be financed through contribution from Central Road Fund.

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IBM CREDIT CASE

IBM Credit Corporation is in the business of financing the computers, software, and services that the IBM Corporation sells. The IBM Credit's operation comprises of five steps as follows: (1) When an IBM field sales representative called in with a request for financing, one of the operators in the central office wrote down the request on a piece of paper. (2) The request was then dispatched to the credit department where a specialist checked the potential borrower's creditworthiness, wrote the result on the piece of paper and dispatched to the next link in the chain, which was the business practices department. (3) The business practices department was in charge of modifying the standard loan covenant in response to customer request. The special terms to the request form would be attached to the request if necessary. (4) Next, the request went to the price department where a pricer determined the appropriate interest rate to charge the customer. (5) Finally, the administration department turned all this information into quote letter that could be delivered to the field sales representative. This entire process consumed seven days on an average. From the sales representative's point of view, this turnaround was too long that the customer could be seduced by another computer vendor. Furthermore, no-one would tell where the request was and when it could be done. To improve this process, IBM Credit tried several fixes. They decided, for instance, to install a control desk, so they could answer the sale representative's question about the status of the request. That is, instead of forwarding the request to the next step in the chain, each department would return the request to the control desk where an administrator logged the completion of each step before sending out the request again. This fix did indeed solve the problem, however, at the expense of adding more time to the turnaround. Eventually, two senior managers at IBM Credit took a request and walked themselves through all five steps. They found that performing the actual work took in total only ninety minutes. Clearly,
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the problem did not lie in the tasks and the people performing them, but in the structure of the process itself. In the end, IBM Credit replaced its specialists - the credit checkers, pricers and so on - with generalists. Now, a generalist processes the entire request from beginning to end. i.e. No handoffs. How could one generalist replace four specialists? The old process design was, in fact, found on a deeply held(but deeply hidden) assumptions: that every bid request was unique and difficult to process, thereby requiring the intervention of four highly trained specialists. In fact, this assumption was false; most requests were simple and straightforward: finding a credit rating in a database, plugging numbers into a standard model, pulling clauses from a file. These tasks fall well within the capability of a single individual when he or she is supported by an easy-to-use computer system. IBM Credit therefore developed a new, sophisticated computer to support the generalists. In most situations, the system provides guidance and data to generalists. In really tough situations, he or she can get help from a small pool of real specialists who are assigned to work in the same team. The new turnaround becomes four hours instead of six days. The company achieved a dramatic performance breakthrough by making a radical change to the process - i.e. the definition of reengineering. IBM Credit did not ask, "how do we improve the calculation of a financing quote? How do we enhance credit checking?" It asked instead, "How do we improve the entire credit issuance process?" Moreover, in making its radical change, IBM Credit shattered the assumption that every requests needed specialists to perform.

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Defining the challenges

The preceding example appears simple and attractive. However, the more closely we look at it, the more questions about the benefits of reengineering arise. The arguments are as follows: (1) What are the underlying costs for the implementation of the radical change? People need intensive training for their new skills and their styles - the ways in which they think and behave - and their attitudes - what they believe is important about their work. (2) What are the implications of the radical change to the organisation, especially the human issues? Organisations are communities of people and cannot treat as machines. People may resist the change and fear losing their jobs. Inspirations and cultures may therefore destroy during reengineering. Furthermore, reengineering requires people to take more responsibilities and to learn and change constantly. These may contradict the majority people who seek for stability for their lives. (3) Even company provides intensive training, can people change their styles? People who are used to think the purpose of their work is to perform the same task over and over again, may feel uncomfortable to change the new styles that first concern is creating value for the customer and taking responsibility for the performance of an entire process. They just cannot work in this way.

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The Enabling Role of Information Technology

Information technology (IT) plays a crucial role in business reengineering and is an essential enabler. However, most people misuse the technology. They look at the technology through the lens of their existing tasks. i.e. they only computerise the old existing tasks. Consider the case in IBM Credit. It might have tried to digitalize the request application and to send it to different departments by a computer network. Such computerisation would have accelerated the time that required to move pieces of paper from one department to another, but it also would have increased the queuing time in each departments. Hence, it would have done nothing to the overall process. The structure of the old process was still unchanged. In contrast, the company attained more than 90% improvement through reengineering. State of the art information technology allows breaking conventional rules/assumptions of processes. These rules were designed when the processes were created. Therefore, the rules may be no longer valid nowadays. As the preceding example has been showed, IBM Credit used the sophisticated computer system to break the assumption that every request has to be examined by different specialists. IT should not be involved in redesign process. Redesigning process is like programming. When solving a problem, we first outline and design the solution at the top level, then implement it by a suitable language, e.g. C or Prolog. The language itself should never be constrained the design. It is the same idea that a specific IT should not be constrained the redesign in reengineering. After the redesign, we then should seek for the best technology to implement it. Similarly, past investments in IT should not be allowed to constrain the redesign. Reengineering is about to reinvent processes. IT is just a tool of process intervention.

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Conclusion
The reengineering profoundly changes all aspects of business and people. Part of the organisation is easy to change by reinventing a way to work. However, the other part, people, is very difficult to change. In particular, it requires not only jobs and skills change but also people's styles - the ways in which they think and behave - and their attitudes - what they believe is important about their work. These are indispensable factors to determine whether reengineering succeeds or not. Leaders must help people to cope with these changes.

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TCS CASE
TCS -An Organizational Perspective
The Pre-OD Scenario: Strengths and Areas of Concern
In the years 1998-99, TCS had grown into the largest Indian software company with revenues of over Rs. 1600 crores and racing towards achieving its vision of being global top ten. As pioneers in the industry, TCSs strengths included on time delivery, premier position in the industry in terms of revenues, focus on training programs, quality initiatives, use of good technical tools and procedures and encouragement of individual excellence in performance. However, TCS was also, at that point in time, grappling with a few areas of concern with regard to its operational paradigm. Mounting revenue pressures: The pressure to retain its strong premier position led the organization to tend towards short-term revenues, and relatively lesser efforts were being put into medium and long-term markets and activities (such as products and building up knowledge). Though TCS built relationships with individual customers, Relationship Managers largely tended to focus on obtaining short-term projects there was lesser investment on aligning to long-term objectives of customers. The approach, by and large, was of reactive project management and we were yet to espouse the approach of architecting proactive solutions for the customer. Focus on specialization: There was diffusion of expertise and we were yet to focus on building strategic expertise in individual centres. Employees were rotated across domains and skills in the interest of learn ability as well as for meeting requirements. In a sense, there was heightened focus on Voice of the Customer, in comparison to the Voice of Employee. Efforts on Experimentation & Innovation: The management at TCS felt that by and large, employees tended to go straight by the book. Though Dr. De Bonos techniques were introduced and employees trained on these techniques to encourage innovation, there was a need to scale up on perceived rewards for experimentation. Rewards and Recognitions: The reward structure at TCS was, at this point in time, primarily focused on individual performance and we were yet to explore the institutionalization of team based rewards at the organizational level. Inter group co-ordination & knowledge sharing: Sharing of knowledge was very centreoriented, and although, informally, best practices spread by interaction and word of mouth, we were yet to evolve a formal system which would capture these for ease of replication across projects. Multiple centres and multiple projects within the same centre ended up resolving the same sort of issues, resulting in avoidable rework.
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Branding and PR: Image building endeavours were not yet an area of focus and, in a subtle way, this affected the sense of pride of employees. Among educational institutions, this meant greater difficulty in terms of attracting quality talent, which further aggravated stress among the few key performers in the organization. By the year 2002, management felt the conscious need to bring in changes in their approach to the aforementioned areas, in order to align more closely with the customer, business and market requirements at an organizational level.

Alignment and Structure at TCS

With respect to alignment, there was a need to create an environment of dialogue between system dynamics and human dynamics in the organization. Strategy comes from the market, form comes from structure; capacity from technology; and synergy from culture. The organizational design at that point needed to incorporate this holism and thereby bring in, a coherent organizational identity. The flow of philosophy to policy to practice and further to procedure in organizational design, needed to be re-looked at neutrally. In the interest of alignment of strategy and culture, the need for a dynamic process of dialogue between the Generals and the Scouts was also felt. Alignment and Attunement: As an answer to the above areas of concern, alignment and attunement were sought to be achieved through integrating and balancing out the four voices: Voice of Wealth Voice of Employee Voice of Customer Voice of Technology The Organizational Development interventions at TCS focused on balancing tensions arising from these four voices along dimensions of strategizing, valuing, serving, energizing, investing and improving.

Scenario Building Workshops:

An internal organization workshop was conducted with top management for scenario building. This program focused at a larger level, on the The TCS that can be . The idea was to challenge the conventional ways of thinking and to give shape to the key drivers of change through realistic listening and dialoguing. These workshops were followed by dissemination and communication of the scenarios with teams in order to develop a new language in the organization, consistent with the envisaged future scenario. As a fallout of this workshop, several representatives of senior management worked on building scenarios as for e.g. on TCS tools and approach to high end consulting. These looked at what we were and what we wished to be, our competition, changes and challenges with regard to our business models, technologies, products and support functions. Further, the factors that would facilitate the desired change and focuses that needed to be redefined were clearly laid down.
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The scenarios addressed the nature of the struggle the organization would go through and etched out realistic possibilities based on present factors. The roles and context that would impinge on the following were detailed: Wealth creation Resource allocation and team-work Membership criteria and norms of the group Learning opportunities for individuals and teams

SEARCH 1. What are our insights into the future? Possible + & 2. Vision & Process 3. What are the seeds and weeds in the present? 4. How can the new insights be communicated? Scenario building is telling a story, rich in detail that speaks of 1. What processes will create the new way? 2. What relationships will nourish the new? 3. What are the membership criteria and performance measures?

OLD

NEW

1. What are the processes that sustain the present? 2. What are the processes that leave residue in people? 3. What are the concerns? 4. What are the unmentionables? 5. What are the core incompetencies? SHARED LANGUAGE

1. What are the new opportunities? 2. What are the threats? 3. What are the situational forces that are centripetal/ centrifugal?

Goal Alignment & Balanced Scorecard:

In the interest of better alignment, a need was felt to re-look at a few organizational processes and systems, as for instance, the performance management and appraisal system at TCS. A Teach-Train-Transfer workshop on Goal alignment was conducted, with help from expert OD consultants to build the context, to think through goal setting at TCS with a systems
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perspective to goal alignment & to explore means of institutionalizing goal-oriented performance management within the organization. The workshop further introduced the concept of the Personal Score Card, and clearly outlined what would define goals, outputs, performance management, Economic Value adds & the ways and means for facilitating goal alignment. The Balanced Scorecard approach was proposed, introducing corporate goals, which touched upon the following: Voice of the Shareholder - Financial Goals e.g. Wealth creation Voice of Technology Technology Goals e.g. Quality, Cost, Delivery dimensions Voice of the Customer Customer/ Market Goals e.g. Customer Satisfaction Voice of the Employee Learning & Development e.g. Employee Satisfaction

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PROPEL The Intervention: Culture Building at TCS

PROPEL was introduced as a revolutionary intervention with the dual objectives of facilitating the exchange of ideas and helping in immediate problem solving, while also encouraging bonding and self-development among and within teams. As the organization and its relationships grew, it brought its own challenges, whereas change remained a constant. PROPEL was introduced as a platform and a tool to help bring about this change, in consonance with the TCS belief of Let us make it a joy for all our stakeholders. Promoting continuous improvement at a cross-functional level was one of the envisaged objectives. Change management was enabled through alignment with growth strategy; by creating platforms for dialogue on the current and emerging experience of the organization. PROPEL has helped the organization build a culture of collaboration, creativity and also networks of relationships through its two modes: 1. Confluences: Listening to the voice of the employee in a team scenario, by creating a platform for open sharing of thoughts on a relevant theme. This is achieved through a balance of fun, introspection and interaction, while evoking commitment to self development. 2. Camps: Platform for problem solving, focus on the Quality, Cost and Delivery measures of throughput resulting in transfer and adoption of best practices within and amongst relationships in the organization. Further on, PROPEL interventions were used to bring about effective quantifiable results in the interest of relationship robustness, market agility and a fine balance in the culture perspective.

stands for: Professional Excellence: Role Enhancement: Owning TCS Culture: Personal Growth: Employee Involvement: Learning:
How do I become a role model and a friend?

How do I take up new responsibilities and set new directions?

How do I influence culture?

How do I walk the the journey of self discovery and growth?

How do I enable continuous improvement?

How do I enable Team Learning?

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It's an all encompassing approach to find solutions. Growth has its own challenges, where change remains a constant. Propel is a platform and a tool to help bring about this change. Together we build an organization which brings people together and human connect is the secret behind the success.

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Darpan - Reflect and Improve

With aggressive expansion and dispersion of ever-growing associate strength in the relationship, communication or the lack of it, had emerged as one of the biggest bottlenecks in employee motivation and managerial decision-making. In this context, an associate satisfaction survey at relationship level christened Darpan, was initiated, with the objective to Reflect and Improve at the relationship level through a better understanding of the explicit and implicit expectations of associates. A Questionnaire was used to collect the preliminary data, as a structured mechanism to capture associate feedback across 5 categories: Career & Job, Communication, Culture & Pride, Leadership and Supervisor. The Survey comprised 20 questions related to leadership, communication, culture and pride, career, supervisor, work environment, competency building, work-life balance etc. Interestingly, the maximum number of questions revolved around the single most important entity -the Supervisor. This was in consonance with several studies which reveal this as the pivotal factor to associate satisfaction and aspiration. Analysis of Darpan Results: Details such as experience within the relationship, designation, gender and Business Unit (BU) were taken as the basis for analysis of survey results, to arrive at focused findings. Analysis was done for the overall relationship, as well as individual Business Units within the relationship. The results were then shared with the entire team and actionables evolved through a series of camps and confluences. The Cultural Perspective: Outcomes from Darpan There was a distinct increase in the Associate Satisfaction Index (ASI) in Darpan 06, which, interestingly, corresponded to an increase in Customer Satisfaction Index (CSI) as well. In the recent Darpan results, the following findings have emerged: 91 % of the team felt proud of being part of the relationship. 90% of the team felt that they are now able to see the big picture and know how their contributions add value to the customers. 90% of the team felt that their supervisors are approachable for any kind of guidance and enable them to do their job better. Team building activities like cricket match, bowling, team lunches/dinners have been introduced and the team members now feel valued and satisfied. As a result, the relationship attrition is today, far lower than TCS Average. A FEW OTHER O.D. INITIATIVES: A transparent culture was consciously encouraged in the relationship and strategic communication was institutionalized through initiatives such as In Touch and periodic Town halls. In November 2005, two PROPEL camps were organized with the help of branch HR to address some of the areas of improvement for the relationship that figured in the Darpan results. The next steps have been identified and shared with all the stakeholders. Account wide initiatives have been introduced and owners and co-owners identified for the same.

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Increased communication & sharing between Business Units was factored in, within the relationship through introduction of a Newsletter and an internal portal called Parimas.

There is an increased awareness in the relationship with regard to different roles and what are the gaps with respect to desired roles. Further, there is heightened focus on Corporate Social Responsibility (CSR) and a culture of Fun at Work to enhance team spirit and camaraderie. The team is now better aligned, committed and focused on agreed objectives. Improved teamwork has resulted in greater project efficiencies, less hassle and improvement in cost, schedule, quality et al resulting in higher Customer Satisfaction.

Post OD scenario: TCS -The Paradigm Shift

Organizational Development interventions have been instrumental in terms of enhancing value to the customer & employee at Tata Consultancy Services. PROPEL as an organization wide intervention, encouraged sharing of ownership and empowerment to change, as also the sharing of success stories and best practices across the organization. Valuing of employees was institutionalized through establishing processes that enable and enhance individual performance, and lead to empowered project teams. Issue based mentoring was facilitated, with camps and confluences as enabling frameworks. While confluences invested in personal transformation for the employee, camps invested in improving the workspace. Through Scenario building, a collective transformation of dreams and concerns into response capabilities was envisaged. Continuous scanning of environment for opportunities and threats was proactively looked at, to collectively map the business domain of TCS. Goal alignment through cascading of Balanced Score Card concept could be achieved organization wide. There was continuous investment in learning, and an active sharing of knowledge with the aim to convert learning into action. Further, the focus shifted to adding knowledge through delighting every customer. The earlier tendency of self-sacrificing hard work was replaced by a shift of focus to teamwork and valuing of the employee. The OD interventions at TCShelped push self imposed boundaries and limitations through challenging organizational boundaries and limitations constantly. In a nutshell, the OD interventions at TCS have helped build a culture of fostering systems thinking & creating forums for dialogue, while encouraging leadership at all levels. For the organization at large, OD helped to reiterate the merits of valuing enquiry, expressing differences, and constantly generating new knowledge.

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AADHAAR CASE
Unique Identification Aadhaar

Unique identification in India is a Unique ID Project in which every citizen would have one unique identification number that will identify him/ her. It would not just the government track down individuals as is highlighted by the media, but would make life far easier for citizens as they would not have to submit so many documents each time they want to avail a new service private or government. The Unique Identification Authority of India is being established under the aegis of the Planning Commission for which a notification has been issued in January 2009. A provision of Rs.100 crore has been made in the annual Plan 2009-10. The Unique Identification Authority of India or the UIDAI, is an agency of the Government of India responsible for implementing the envisioned Multipurpose National Identity Card or Unique Identification card (UID Card) project in India. It was established in February 2009, and will own and operate the Unique Identification Number database. The authority will aim at providing a unique number to all Indians, but not smart cards. The authority would provide a database of residents containing very simple data in biometric. The project envisages assigning a unique identification (ID) number to each resident in the country to eliminate the need for multiple identification mechanisms. Moreover, the project will eventually become the underpinning of the Citizens Smart Card Project, which will enable citizens to avail subsidies on food, energy, education, etc, depending on their entitlements, according to the 11th report of the Second Administrative Reforms Commission. Almost all the firms with an India focus will be eyeing this deal players like TCS, Infosys, Wipro, HCL Technologies, along with smaller players like Spanco, Bartronics, Gemini Traze and NXP Semiconductors.

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Aadhaar is a 12-digit unique number which the Unique Identification Authority of India (UIDAI) will issue for all residents in India. The number will be store basic demographics and biometric information photograph, ten fingerprints and iris of each individual in a central database. Aadhaar will be Easily verifiable. Unique and robust enough to eliminate the large number of duplicate and fake identities in government and private databases. A random number generated, devoid of any classification based on caste, creed, religion and geography. * It is a 12 digit number, not only a card * It is for every individual, including infants. Means each individual of family will have separate Aadhaar UID number * It enables identification and is for every resident. It doesnt establishes citizenship and is not only for Indians. * Getting Aadhaar is voluntary, not mandatory * It is for every resident, irrespective of existing documentation. Means individuals without identification documents can also get Aadhaar. * Each individual will be given a single unique Aadhaar ID number. One cannot have multiple Aadhaar numbers. * Aadhaar UID number can be used by ration card, passport or any ID based application. It will not replace other IDs. * UID Authority of India will give yes or no response for any identification authentication queries. Other information will not be accessible to public and private agencies.

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Objectives of the UID Project

Objectives of the Project Obviate need for multiple documentary proof Facilitate easy verification Facilitate easy availing of government or private services Help welfare programmes reach intended beneficiaries Serve as basis for e-governance services

The ID shall also serve the following purposes To prepare a National Population Register (NPR). To prepare National Register of Indian Citizens (NRIC). To prepare National Register of Residency (NRR) for non-citizens. To provide National Identity Number (NIN) to each person. To provide Multi-purpose National Identity Card (MNIC) to each citizen. To provide Multi-purpose Residency Card to non-citizens.

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Coverage, Goals and Logistics

It is believed that Unique National IDs will help address the rigged state elections, widespread embezzlement that affects subsidies and poverty alleviation programs such asNREGA. Addressing illegal immigration into India and terrorist threats is another goal of the program. Most reports suggest that the plan is for each Indian citizen to have a unique identification number with associated identifying biometric data and photographs by 2011. However, other reports claim that obtaining a unique number would be voluntary, but those that opt to stay out of the system "will find it very inconvenient: they will not have access to facilities that require you to cite your ID number." Government issued IDs are fragmented by purpose and region in India, which results in widespread bribery, denial of public services and loss of income, especially afflicting poor citizens. As the unique identity database comes into existence, the various identity databases (voter ID, passports, ration cards, licenses, fishing permits, border area id cards) that already exist in India are planned to be linked to it. The Authority is liaising with various 8 national, state and local government entities to begin this process. The Union Labor Ministry has offered its verified Employment Provident Fund (EPFO) database of 42 million citizens as the first database to be integrated into the unique ID system.

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Benefits of UID
Obviate need for multiple documentary proof Identification of illegal immigrants Employment generation Formal banking system for the underprivileged Final Inclusion

Challenges of UID
Acceptance & Success of Aadhaar Smooth Transition Technological Gap Awareness in Remote Areas

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BIBLIOGRAPHY
http://www.wikipedia.com http://www.irctc.co.in http://www.tcs.com http://www.iaadhaar.com http://www.uidnumber.org http://www.ibm.com

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