HR project

Measuring the Effectiveness of Innovation Campaign at Tata Projects Limited

Niyati ReddyRoll No. 121302Post-Graduation Diploma in Human Resource Management

St. Francis College Center for Professional Studies, Begumpet, HyderabadDepartment of Human Resources 2013 - 2014DECLARATION

I, Niyati Reddy of PGDHRM, roll no. 121302, declare that this project, titled Measuring the effectiveness of innovation campaign at Tata Projects Limited is my own work based on information collected from various authentic sources, done under the guidance of my supervisor. It has not been submitted to any other college or university for award of any degree/diploma.

Date Signature Niyati Reddy

CERTIFICATE BY GUIDE

This is to certify that the HR project titled Measuring the effectiveness of innovation campaign at Tata Projects Limited is a bonafide work carried out by Niyati Reddy, student of Post-Graduation Diploma in Human Resource Management (PGDHRM).It was undertaken during the academic year 2013-14 in partial fulfillment of the requirements of the award of degree of PGDHRM.This is the students own work and has been done under my supervision and guidance.

Date SignatureProject Guide, Mr. Venkat Laxma Reddy

ACKNOWLEDGMENT

I acknowledge the Department of Human Resources, the Course Coordinator, Ms. Geeta Gianchandani for giving me the opportunity to work on this project which has given me in-depth knowledge of the subject. I acknowledge my guide, Mr. Venkat Laxma Reddy, for sharing his knowledge and understanding of HR with me, which has been of great value for the completion of my project. I also acknowledge my industry guide Mr. Jayant Kumar Racherla, for his continuous guidance, support, encouragement and for providing a sense of direction that enabled me to complete this undertaking. I thank my family and friends for being a continuous support during the entire period of completion of this project.

CONTENTS

Chapter No.TitlePage No.

1.INTRODUCTION1

2.RESEARCH METHODOLOGY9

3.COMPANY PROFILE10

4.DATA ANALYSIS AND INTERPRETATIONS18

5.CONCLUSIONS AND SUGGESSTIONS 43

Annexure 1i

Annexure 2iv

Annexure 3v

Annexure 4vi

Webliography And Bibliography

LIST OF TABLESTable No.Table NamePage No.

3.1TPL Enabling Services Department structure11

3.2TPL Corporate Services Department structure12

4.1Plan of action for each category23

4.2Evaluation criteria for Promising Innovation24

4.3Evaluation criteria for Leading Edge25

4.4Evaluation criteria for Excellence in Design25

4.5Evaluation criteria for New Business Model25

4.6Evaluation criteria for Date to Try26

4.7Evaluation criteria for Challenges worth Solving26

4.8Over-all number of Entries received27

4.9Total number of Participants28

4.10Number of Entries received department-wise for Promising Innovation29

4.11Number of Participants department-wise for Promising Innovation30

4.12Number of Entries received department-wise for Dare To Try32

4.13Number of Participants department-wise for Dare To Try33

4.14Number of Entries received department-wise for Excellence in Design34

4.15Number of Participants department-wise for Excellence in Design35

4.16Number of Entries received department-wise for New Business Model37

4.17Number of Participants department-wise for New Business Model38

4.18Number of Entries received department-wise for Challenges Worth Solving40

4.19Number of Participants department-wise for Challenges Worth Solving41

LIST OF FIGURESFigure No.Figure NamePage No.

3.1TPL Business Structure10

3.2TPL Strategic Business Unit structure11

3.3TPL locations14

4.1Selected entries displayed as Charts18

4.2Logos for each category20

4.3Process flow of Innoways 201322

4.4Over-all number of Entries received27

4.5Total number of Participants28

4.6Number of Entries received department-wise for Promising Innovation30

4.7Number of Participants department-wise for Promising Innovation31

4.8Number of Entries selected for Evaluation - Promising Innovation31

4.9Number of Entries received department-wise for Dare To Try32

4.10Number of Participants department-wise for Dare To Try33

4.11Number of Entries selected for Evaluation Dare To Try34

4.12Number of Entries received department-wise for Excellence in Design35

4.13Number of Participants department-wise for Excellence in Design36

4.14Number of Entries selected for Evaluation Excellence in Design36

4.15Number of Entries received department-wise for New Business Model37

4.16Number of Participants department-wise for New Business Model38

4.17Number of Entries selected for Evaluation New Business Model39

4.18Number of Entries received department-wise for Challenges Worth Solving40

4.19Number of Participants department-wise for Challenges Worth Solving41

4.20Number of Entries selected for Evaluation Challenges Worth Solving42

CHAPTER IINTRODUCTION Internal Communication (IC) is the function responsible for effective communication or trade among participants within an organization. People at work communicate regardless of the intentions of their managers or leaders. At TPL, the IC team plays the role of 'internal marketing' (i.e., attempting to win participants over to the management vision of the organization); performs 'logistical' service as channel manager; and acts as a strategic adviser.Campaigns form an important part of the IC strategy for effective communication in TPL. Campaigns follow the AIDA model, i.e., grab Attention, instill Interest, create Desire and instigate Action. TPL has initiated a number of campaigns in the past, and it still continues to engage all the employees and spread awareness across all ROs (Regional Offices) and sites of the organization. Each campaign has a specific theme, objectives and goals. The recent among them has been the Innoways A Festival of Innovation campaign in the month of November.

1What is Innovation? Innovation is not a single event or activity, it is a process. In terms of business, innovation is the generation of fresh ideas, the ongoing development of products, services and processes and their commercial application. Creativity is about generating new ideas and the process of innovation involves making those ideas a reality. In business, innovation is essentially the commercial exploitation of viable ideas. It involves the management of idea generation, technical development, manufacturing and marketing of a new product, process or service. Innovations can fall into one of three categories; incremental, complementary or disruptive. Incremental innovations are small changes, additions and improvements that are added to existing products and services. Incremental innovations are added to products to extend the length of their lifecycle and keep them up to date. Complementary innovations are new products or services that can be added to existing product lines. In contrast, disruptive (or radical) innovations replace existing products by being significantly better than anything currently offered in the market. They make existing products redundant and are adopted by the majority or even the entirety of the market. Why is Innovation important? Due to factors such as globalization and outsourcing, there is an increased push to improve efficiency and effectiveness of organizations. Organizations need more than good products to survive; they require innovative processes and management that can drive down costs and improve productivity. Consumer expectations also drive the amount of innovation in the market. Customers are used to products that continually improve and make their life easier. Modern consumers are more informed and have more options in terms of what they buy and who they buy it from. Innovation is important as it is one of the primary ways to differentiate your product from the competition. If you can't compete on price, you'll need innovative products and ideas to make your business stand out from the crowd. Being first to market with a new product can provide you with a significant advantage in terms of building a customer base. However, when investing in innovation, keep in mind that many businesses survive by copying and adapting the innovations of others, and can benefit from your hard work. In a broader sense, innovation is important to the advancement of society around the world. New and innovative products can increase the standard of living and provide people with opportunities to improve their lives. Breakthroughs in medicine and technology have significantly improved living standards around the world. Innovation has also lead to significant improvements in the way businesses operate and has closed the gaps between different markets.

2Barriers to Innovation - The most common barrier to innovation in organizations is a leader or manager that is not open to new ideas. This negatively impacts the team by discouraging creative thoughts. Employees won't be motivated to come up with new ideas if nobody is going to bother listening to them. There are also managers who listen to ideas but are reluctant to take them any further, resulting in lost opportunities. Just because something hasn't been done before doesn't necessarily make it a bad idea. Time and resources are also significant barriers to innovation. Employees are often so busy with just doing their regular work that there is insufficient time and incentive to generate newideas. When ideas are generated, they are not taken any further due to the potential risks associated with developing the idea. Generally, innovation is also seen to be too expensive for small businesses to get involved in. However, there are cost effective ways to generate new ideas and managers need to look at the potential benefits that come as a result of investing in innovation. Often, organizations lack direction in terms of innovation. Whilst people require freedom to be creative, some boundaries or guidelines can help focus their efforts and motivate them to achieve outcomes. Without structures in place, the wrong ideas are be prioritized and time and resources can be wasted. Organizations with the inability to implement and commercialize new ideas are the biggest barrier to innovation. After spending the time, resources and effort to develop an idea, they fail at the final step and the product is never successful in the market. It takes careful management and planning, as well as commitment from an organization, to generate profitable returns from good, innovative ideas.Assessing Innovation Levels - To improve the level of innovation in your business, first you need to assess where you currently stand. You should be aware of your strengths and weaknesses and understand how they impact on what you are able to achieve. Firstly, you need to assess the potential within your team for innovation. You need to ensure that you have people who are creative, knowledgeable and motivated to develop new ideas. Identifying the people who are likely to be creative will help you to delegate tasks effectively. Assessing your organizations level of innovation means looking at your past successes and failures. Try to work out what made one project a success, where other similar projects didn't work out. Look for areas that you can improve upon and try to learn from past mistakes. You should also look for ideas that didn't work previously and see if they have any future potential. When assessing your organizations level of innovation, also consider the amount of innovation coming from your competition as well as what is happening in the market. An innovation audit takes into account the opinions of your customers and your employees. Work out how much you have invested in innovation over a period of time and compare that to the amount of return you have received from your investment. The benefits of supporting an innovative culture in your organization will outweigh some of the initial expenses and should help you to achieve your business goals.

3Sources of Innovation - In business, innovation can come from a variety of different sources. Sometimes it is the result of specifically focusing on creating new ideas, whereas other times it can be unexpected and the result of a spontaneous reaction to a particular need. The main source of business innovation is directly from employees. As they go about day to day operations, employees identify areas that are in need of improvement or could be done differently. Often, they will have their own ideas about solutions to problems or ways to address certain needs. Encouraging employees to bring these ideas forward and then supporting their development can significantly increase the amount of successful innovation in your business. Employees can also be asked to specifically focus on innovation. Many businesses set aside time and conduct group brainstorming' sessions to encourage the creativity and the generation of new ideas that the business can investigate and pursue further. Another important but commonly overlooked source of innovation are customers. Your customers know what they want and often have innovative ideas about how their needs could be better met through new products and services. Taking the time to listen to what your customers are saying can greatly increase theamount of innovative ideas that flow into your business. Your business competitors can also be a source of innovation. The important thing to remember is not to simply copy the products your competitors are successful with, but to analyze them and work out what you could do better. Organizations invest large amounts of resources into research and development in order to come up with a new idea that they can make commercially successful. However, you can also conduct research on a small scale by conducting customer and employee surveys or analyzing your past successes and failures. Understanding how to identify and utilize the potential of these sources of innovation is important to the success of any business in a competitive market. Avoid focusing on any one source of innovation and try to be open to new ideas wherever they happen to come from.

4Creating an Innovative Culture - Many businesses are not innovative because they lack the culture, environment and people that provide a foundation for innovation to occur. Organizations that are innovative, or have been in the past, often struggle to sustain their level of innovation over a period of time. However, there are some simple and cost effective strategies you can implement to help build an innovative culture in your organization. Recruiting the right people will help to build an innovative culture. You need to make sure that you provide an opportunity for people to be innovative. Encourage your team to question the way things are done and remind them that there will be no ramifications for trying out something new. You also need to remain open minded and appreciate every idea that your team brings forward, even though some ideas will lack potential. At first, a new idea might not seem to have much potential or feasibility. However, it is important to give each idea an "incubation period" in which it has time to sink in. After a few days or even longer, an idea may start to make more sense as you develop it in your mind. If possible, it could be a good idea to designate a specific innovation project manager and innovation team. This allows them to dedicate their time and focus on achieving results for the business and developing innovative ideas. Over a period of time, you should rotate the people within the team to keep the ideas fresh. Managing Innovative Projects - The effective management of an innovative project is crucial to its success. A good manager will be able to take good ideas forward and work with the team to develop a product with market potential. Even a great idea will fail to ever reach its potential if each stage of the innovation process isn't managed in a coordinated manner. The first step of managing innovative projects is to identify processes and policies that your team can follow when implementing ideas. Some innovative ideas are easier and quicker to implement than others. Developing a work plan for a new, innovative project can help you to focus your efforts and work within a specified time frame. The plan should stretch from developing the idea to implementation and evaluation. Controlling costs is an important part of effectively managing an innovative project. The costs and resources involved in developing a new idea or innovative product can quickly add up, so it is a good idea to develop budgets and constraints and ensure that you stick to them. As a project manager, you need to delegate effectively and ensure that you use the skills and experience of your team members to maximum effect.

5Evaluating Innovative Projects - It is a well established fact that not all innovations will be a commercial success. Even well planned and developed products can fail when first introduced to the market, so it is important that you are able to identify what works and what doesn't. This involves assessing the viability of a project during the early phases, knowing when to quit and having exit strategies in place. Being able to step back and look at a project critically will help you to determine its true viability. It is vital that managers know when to cease development on an innovative project. The main problem is that many managers don't understand the concept of sunk costs. They believe that if they have already spent one million dollars developing a new product, they may aswell commit another million to see the project through to completion. They fear that if they stop the project half way through, they will have wasted the investment they have put into the project. However, what they fail to realize is that if they do commit to finishing the product and it fails at a later stage, they have wasted even more time and money into something that had limited chance of success. A carefully prepared exit strategy will help when it comes to abandoning an innovative project. Part of your exit strategy should include a process that evaluates why a project didn't work and what could be done better next time. Avoid throwing out or totally abandoning ideas as changes in the market and new technologies could make them viable options.Innovating the Business - Organizational innovation refers to being innovative in the way that your business operates. It involves implementing new business methods and making structural changes aimed at improving efficiency and effectiveness. Organizational innovation also includes making improvements to the way you communicate and cooperate with your supply chain. Businesses that don't implement innovative changes will find it difficult to grow and compete in the long term. It can be difficult to implement organization wide improvements, as your employees, buyers and suppliers may be prone to resisting change. Keeping people informed about upcoming changes during the development phase can reduce this problem. By involving people in the process, you give them the opportunity to provide their own ideas and feedback. This may help them to accept any changes as they will feel that it is something they want rather than something you are forcing upon them. It is vital that managers and businesses remain flexible and adaptable when implementing innovative changes at an organization wide level. Some changes may fail in practice so you need to be prepared to adjust your implementation strategies and have a backup plan. However, you should avoid being pressured into dropping a change simply because your employees reject it at first. If it will benefit the business in the long term, you need to be committed and work through any issues.

6Innovation has been in the DNA of the TATA Group right from its inception. Back then, the spotlight of innovation was on the developmentand enhancement of humanity and social aspects of the society. But after the economic liberalization in the early 1990s, a need wasgradually felt for innovation to drive business results. However, the seeds for the innovation movement were sown in mid 2000s when Mr. Ratan Tata consciously took this initiative forward with the intent to make the Tata group a world leader in Innovation, similar to Business Excellence. In June 2007, Tata Quality Management Services formed the Tata Group Innovation Forum (TGIF), which is spearheaded by Mr. R Gopalakrishnan, Director, Tata Sons. TGIF has played an instrumental role in enabling the Tata group to imbibe global practices and key learnings from some of the best minds on the subject of Innovation. The forum comprises senior leaders and experienced practitioners from Tata companies. They provide directions to create an ecosystem that will aid Tata companies in achieving their respective innovation goals.Some of the renowned names, who have contributed to the learning, include Dr. Julian Birkinshaw, Professor of Strategic and International Management, London Business School, Professor Clayton Christensen, Robert and Jane Cizik Professor of Business Administration, Harvard Business School, Dr Henry Chesbrough, Faculty Director of the Garwood Center for Corporate Innovation and Executive Director of the Program in Open Innovation, University of California, Berkeley, William Ouchi, Sanford and Betty Sigoloff Distinguished Professor in Corporate Renewal, Area Chair, UCLA Anderson, Dr James Canton, CEO and Chairman of the Institute for Global Futures.The end-result of this inventiveness of TGIF has resulted in the creation of a few tools on innovation that are being used by Tata group companies. The tools are:InnoMeter: InnoMeter is a tool that acts as a mirror for Tata companies, and as a result generates enough creative tension for companies to initiate work on improving their innovativeness. The tool has been created based on the knowledge and experience gained from the acclaimed innovation expert, Dr Julian Birkinshaw. InnoMeter provides in-depth details to companies about the Innovation process and culture along with the strategic drive provided to this subject.

InnoMultiplier: InnoMultiplier is a tool that helps identify the opportunities where a company should spend its creative energy for innovation. It has been developed after taking inputs from Clayton.

7InnoVerse: InnoVerse is a web-based Innovation management system that makes the boundaries of the Tata companies porous, thereby enabling creative ideas to flow across Tata companies. It shrinks the Innovation cycle time in an interesting manner by empowering employees to select good ideas for implementation in an open and transparent manner.InnoVista: InnoVista is a programme to capture all the innovations that happen in Tata companies, and recognise the innovators. The programme also helps in building a culture of accepting failures through one of its categories "Dare to Try" that recognises people for making sincere efforts to innovate something audacious, even though it failed.

InnoClusters: InnoClusters is a mechanism to bring several Tata companies together around a chosen subject with a focus of jointly identifying opportunities to innovate and executing them. Examples: Water, Information Technology, Plastics & Components, Nano Technology and Engineering. On certain occasions, external entities too take part and collaborate with Tata companies.Not only does TGIF bring in external experts to enhance knowledge of the resources of the Tata companies, the forum also reverses it by taking them to other geographical locations to enable the stakeholders to learn how innovation is applied in other global companies. In the last five years, Tata colleagues have visited industry leaders in countries such as the USA, Japan and Israel for learning their techniques of applying innovation.

8CHAPTER IIRESEARCH METHODOLGY

To determine the appropriate data for this research, both Primary and Secondary data sources have been used. Primary data includes personal interview with Senior Officials and Secondary data includes TPL in-house magazines, Innoways report, Internal Communication (IC) Reports, HR Annual Reports, intranet-portal, articles and websites.

Both Quantitative Analysis and Quantitative Analysis have been used in this study. Quantitative analysis has been the numbers, facts and figures, while Qualitative analysis has been the various inferences and interpretations of the quantitative data and analysis based on interviews and observations.

Various tables, percentages, pie-charts and bar graphs have been used to analyze and measure the effectiveness of the Innovation Campaign at Tata Projects Limited.

Scope of the Study The extent of the study is limited to a single company Tata Projects Ltd. This study involves analyzing and measuring the effectiveness of innovation campaign in this company only.

9CHAPTER IIICOMPANY PROFILETata Group: Leadership with TrustThe Tata Group is Indias largest and most respected business group. It has revenues of over $100 billion, over a 100 operating companies and presence across 7 business sectors including engineering, communications and information technology, materials, services, energy, consumer products and chemicals. It has operations in over 85 countries and employs over 4,50,000 across the globe.The Tata CommitmentThe Group is committed to improving the quality of life of the communities it serves. It does this by striving for leadership and global competitiveness in the business sectors in which it operates. The practice of returning to society what it earns evokes trust among consumers, employees, shareholders and the community. The Tata Group is committed to protecting this heritage of leadership with trust through the manner in which it conducts its business.Tata Projects LimitedTata Projects is one of the fastest growing and most admired infrastructure companies in India. It has expertise in executing large and complex Industrial Infrastructure Projects. The company has structured its business into 7 business verticals namely Power, Transmission, Railways, Metals, Oil & Gas, Water and Quality Services.

10Figure 3.1 TPL Business Structure

Figure 3.2 TPL Strategic Business Unit structureENABLING SERVICES DEPARTMENT (ESD)Construction Services (CS)

Contracts & Risks

Engineering

International Business Development

Supply Chain Management

Table 3.1 TPL Enabling Services Department structure

11

CORPORATE SERVICES DEPARTMENT (CSD)Administration

Business Excellence (BE)

Corporate Affairs (CA)

Corporate Social Responsibility (CSR)

Drinking Water Business

Environment, Health & Safety (EHS)

Finance & Accounts (F&A)

Human Resource Department (HRD)

Information Technology (IT)

Internal Audit

Legal

Management of Business Ethics

Quality Management

Strategy & Business Development

Technical Information Center

Table 3.2 TPL Corporate Services Department structure

12Each vertical is a leader or is poised to lead in the markets in which it operates. Tata Projects strives to simplify complexity and create world class projects on-time by leveraging its deep understanding of technology, advanced construction practices and expertise acquired by executing diverse projects. It has around 2700 employees and a presence across 32 countries.Tata Projects is designed to deliver the most demanding and complex projects on time. They are a customer centric organization, which seeks to build ensuring value for all their stakeholders. At the core of this are their People, Practices and their belief in doing the right thing.Vision:To be Indias premier Engineering, Procurement and Construction company and be ahead of expectations of all its stake holders.Mission: To make our clients successful, while creating stake holder value, with uncompromising quality and safety standards. To create a culture that excites our people in pursuit of excellence through innovation, differentiation and continues learning. To uphold Tata Groups cherished value of contributing to society to improve the quality of life.Values: Good Corporate Citizenship Humility & Willingness to learn Concern for all stakeholders Business with Ethics Passion for Excellence Team Work

13Location:

Regional OfficeHead OfficeRegional OfficeRegional OfficeFigure 3.3 TPL locations

People:Tata Projects has a team of over 2700 full-time employees, including 1400 engineers, carefully selected for their knowledge, capabilities, aptitude and value systems. Every member of the team undergoes periodical training to ensure that they are abreast with the state-of-the-art technology and latest construction practices.Practices:Engineering excellence, Supply Chain expertise and exceptional Construction Management are the key strengths at Tata Projects.

14Its three centres of engineering excellence are equipped with cutting edge tools, techniques and a team of highly qualified engineers to create customized and value engineering solutions.Tata Projects, Supply Chain expertise helps offer cost effective and optimized solutions. It has mapped the best sources of supply and has established relationships with key vendors across the globe.Construction Management is an art that has been perfected at Tata Projects. It is a learning organization that continuously strives to improve and innovate. This has led to development of construction methods that have become the industry norms today. Tata Projects has developed proprietary management techniques to ensure on-time project delivery.Doing the right thingTata Projects resonates with the ethos of the Tata group. It leads with integrity and has established uncompromising standards of safety and sustainability.Quality & Safety'Quality' & 'Safety' are given paramount importance. This has resulted in Tata Projects being awarded several awards for safety, including 'Certificate of Merit' from 'Confederation of Indian Industry' and 'Certificate of Excellent Safety Management' from SEPCO China. With over 79 million safe hours worked, the company has been appreciated by its clients as well. Tata Project's quality certifications include:i. OHSAS 18001ii. ISO 14001iii. ISO 9001

Corporate Social Responsibility (CSR):Tata Projects undertakes a wide range of Corporate Social Responsibility initiatives which include: employability skill training, basic education, providing safe drinking water and community based activities. 15Employability Skill Trainingwherein Tata Projects provides training to the underprivileged and unemployed youth for developing their employability and promoting entrepreneurship skills. This includes welding, electrical, bar bending, plumbing and tower erection training. Education initiative, Tata projects supports education around its project sites to children from weaker section of society. It provides school infrastructure, books, uniforms, scholarships and allied support. Over 10,000 students have benefited from this initiative. Drinking waterinitiative by Tata Projects is aimed at providing safe drinking water around its project sites. It supports setting of RO plants, installation of water tanks and hand pumps. Community Based Activitiesare undertaken for under-privileged communities residing within 5km of Tata Projects sites. These include organizing livelihood training, medical camps, old age home visits and tree plantation activities.Some of their Clients: Bharat Petroleum Corp Ltd Cairn Energy India Pvt Ltd Tata Power Limited Tata Chemicals Suzlon Energy Limited Reliance Industries Jindal Group of Companies Power Grid Corporation of India Southern Railway Tata Steel Steel Authority of India Ltd ONGC

16Key Projects: First 2X800 MW Super Critical coal fired thermal power plant for Andhra Pradesh Power Development Company Limited at Krishnapatnam in Andhra Pradesh, India. First 2X500 coal fired thermal power plant for Mahagenco at Bhusawal in Maharashtra, India. One of India's Largest Blast Furnace 1X4500 Cum of 3 MTPA integrated steel plant at Nagarnar in Chhattisgarh, India for NMDC. Second largest Blast Furnace in India 1X4060 Cum at Rourkela, SAIL. Powergrid's largest contract 765 kV double circuit Nellore to Kurnool Transmission Line in Andhra Pradesh (315 km). First of its kind in India - 800 kV High Voltage Direct Current Transmission Line for Powergrid from Saharsa to Gopalgunj (202 km).

Recent Awards: Dun & Bradstreet infrastructure award for the Industrial Infrastructure Project of the Year 2013 India's Most Admired Construction Company Award 2013 by Construction World Received the Construction Company of the Year Award from EPC World for 2011. Bagged D&B-Axis Bank Infra Award 2011 for Exemplary Execution of Power Plant. Received the prestigious `Excellence in Product Innovation' Award from the Federation of Andhra Pradesh Chambers of Commerce and Industry. Received an award from the Confederation of Indian Industry for `Excellence in Environment, Health and Safety Practices at Project Sites.

17CHAPTER IVDATA ANALYSIS AND INTERPRETATIONSCelebrating the Spirit of Innovation 2012TPLs Innovation Month (1st 31st October2012) culminated at the Corporate Office on 1st November. Over 40 entries were received. A jury comprising Mr. AK Sharma (Head, SBU PG), Mr. K Satyanarayana (Head, Construction Services) and Mr. A Vidyasagar (Head, Engineering) evaluated the entries and shortlisted five of them for presentation and 11 for walk around display. The reception wore a festive look with colorful charts. Mr. Gopalakrishnan, Mr. Vinayak Deshpande (MD), Mr. B Sudhakar (CHRO and CQSH) and other senior leaders listened with appreciation as the employees presented their innovations. Mr. R Gopalakrishnan (Director, Tata Sons) participated in the celebrations and distributed certificates and mementoes for the best innovations.

*Source Concreate December 2012Figure 4.1 Selected entries displayed as Charts Innovation Month 2013

18Tata Projects wanted to take the Innovation celebrations to the next level this year. After a few hours of brainstorming among some of the senior employees, the brand name Innoways nnovation + Ways, was finalized. There was drastic change from 2012 to 2013 as more than 500 entries were received this year, as against only 40 last year.Innoways 2013 Innoways is an exciting, annual month long festival of innovation that showcases Tata Projects innovations. The objective is to encourage, inspire and help create a culture, which will foster innovation in the company. There is innovation happening widely within TPL and Innoways provides the platform to showcase these innovations - big or small, thereby inspiring many employees. The objectives of Innoways are: Foster a culture that promotes innovations Inspire and motivate the innovative and entrepreneurial spirit of the employees Showcase and recognize teams that successfully accomplish innovations Be a source of new ideas and new business arenas for TPL.There are six categories in Innoways. These categories are derived in line with Tata Innovista. They are: Dare to Try (DTT) It is not necessary that all innovations seriously attempted will end in success. Some attempts do not achieve the desired results. The DTT category recognizes the most audacious, sincere and wholehearted attempts at innovation where there was risk but the team displayed strong resolve to succeed but could not achieve the desired results. Promising Innovations This category is for innovations, which have been implemented successfully and have achieved significant results that can be demonstrated the Tata Projects operations. 19The Leading Edge - Proven Technologies This category recognizes those new technologies that have been developed and tested/piloted successfully by TPL but are yet to be commercialized. These technologies hold a promise to deliver noteworthy innovations. Design Excellence Design is an important parameter on which end products are judged by customers. It creates a form in the mind of the customer. Excellence in Touch Design: Touch Design Excellence recognizes design superiority in defined and tangible form. The category not only judges the differentiating use of design aesthetics i.e. graphics, textures, materials and contours, in the product, but also focuses on the emotional response that the design generates for better utility. Excellence in Feel Design: Design is a crucial paradigm on which planned spaces are judged by occupants. The Feel Design Excellence recognizes design brilliance in ambient and experiential form. The category not only judges the distinguishable use of design aesthetics i.e. colors, motifs, shape and structure, of the space, but also focuses on the outcomes that the design imparts for positive involvement. New Business Model This provides employees an opportunity to showcase their business-acumen to help in the organizations growth. This can be through identification of an opportunity that has a business case or a sector where TPL can engrave its footprint. Challenges Worth Solving These are an open platform for the employees to provide suggestions to overcome challenges that the Management of TPL finds most critical for its operation.

20Figure 4.2 Logos for each categoryPre-Event Stage and Event Stage -Innovation month in Tata Projects this year was to be taken to the next level, in line with the Tata Group Innovation Innovista. Internal communications (IC) started a campaign on Innoways across the organization from the last week of October 2013. The IC started off a teaser campaign through mailers with a one liner This is your opportunity to take center stage. During the teaser campaign, IC used the images of three personalities such as Albert Einstein, John Lennon and Steve Jobs. These three personalities are known for innovation and trend setting. (Annexure 1).In the fourth week of October all the stakeholders of the Innovation had a meeting with the Chief Human Resource Officer (CHRO). The CHRO directed the IC to come up with a refreshing communication plan, which would attract more number of entries. Innovation at TPL is now known as Innoways, the festival of innovation and every medium of communication conveyed the same message lets make innovation happen. The IC designed a poster with the images of those three personalities and six categories of Innoways. The posters were sent to all project sites, Regional Offices and inspection centres. The IC ran an extensive campaign across the organization by using posters, mailers, web banners and screen savers. The IC created a huge noise around the Innoways and moved all the opinion leaders across the organization. (Annexure 1, 2 and 3).SharePoint 2010 based platform and a benchmark process was developed to run and manage Innoways online. This year Innoways - Festival of Innovation was launched on 1st November 2013. Finally, the campaign has garnered more than 500 entries. It is a remarkable achievement as far as driving innovation at TPL is concerned. The campaign has set a record at TPL by receiving an overwhelming response in the form of over 500 entries.

21Detailed plans were prepared for each and every aspect of the entire campaign, right from its promotion efforts to create and spread awareness among the entire organization, including all its project sites and Regional Offices, to the ultimate reward and recognition mechanisms. The below figure explains this process in great detail:

*Source Innoways Report 2013

22Figure 4.3 Process flow of Innoways 2013The plans of actions were drawn up for each of the six categories separately, as described in the table below:Category of InnowaysActions planned

PROMISING INNOVATION Will be validated for replication across organization Changes will be incorporated in the respective process through EPM Communication & Awareness trainings will be scheduled Discussed in CoP for RCM/ PM forums

DARE TO TRY Will be evaluated for feasibility Teams will be formed to working External trainings will be provided

DESIGN EXCELLENCE Engineering team will validate and implement them in the design database White papers will be published and circulated on the design for business development

NEW BUSINESS MODEL Team shall be formulated Idea provider would be part of the team SLT member will mentor the team on each business case Detailed business case will be presented before CLC Upon approval for CLC, business case would be discussed at Board.

CHALLENGES WORTH SOLVING Implementable ideas will be further evaluated for detailed implementation steps Solution provider will be part of team Required Capex will be allocated for implementation Case study would be presented at BLC.

*Source Innoways Report 2013

23Table 4.1 Plan of action for each categoryThe above plan helps in clarifying role ambiguities, if any, while precisely stating the planned actions for each of the category for all the participants.Criteria for Evaluation Screening of Entries:For screening of the entries, the following criteria have been used: Innoways category of entry Replication Duplication Impact Relevance to organizational goals & KPMs Customer impact

Selection of Evaluation Committee:The Evaluation Committee constituted 5 members from diverse functions and management roles. The members of the evaluation committee voluntarily agreed to examine all the Innoways screened entries. The following is the evaluation criteria for each of the six categories. Evaluation criteria: *Source Innoways Report 2013PROMISING INNOVATION:S.NoCriteriaPoints

1Savings achieved1 - 10 Scale

2Replicable elsewhereYes - 10; No-0; with customization- 1 to 9

3Efforts involved1 High; 10 - Low

4First time in TPLYes - 10; No-0

24Table 4.2 Evaluation criteria for Promising InnovationTHE LEADING EDGE PROVEN TECHNOLOGY:S.NoCriteriaPoints

1Potential Savings1 - 10 Scale

2Replicable elsewhereYes - 10; No-0; with customization- 1 to 9

3Aligned to TPL goals 1 - 10 Scale

Table 4.3 Evaluation criteria for Leading Edge

EXCELLENCE IN DESIGN:S.NoCriteriaPoints

1Design aesthetics 1 - 10 Scale

2Customer experience Yes - 10; No-0; with customization- 1 to 9

3Aid in Business Development 1 - 10 Scale

Table 4.4 Evaluation criteria for Excellence in Design

NEW BUSINESS MODEL:S.NoCriteriaPoints

1Concept Yes 1; No - 0

2Potential Impact 1 - 10 Scale

3Aligned to TPL line of Business 1 - 10 Scale

25Table 4.5 Evaluation criteria for New Business ModelDARE TO TRY (DTT):S.NoCriteriaPoints

1Concept 1 - 10 Scale

2Potential Impact Scale of 1 to 10 (1 is high & 10 low)

3Efforts involved1 High; 10 Low

4Risk involvedScale of 1 to 10 (1 is high & 10 low)

5First time in TPLYes - 10; No-0

Table 4.6 Evaluation criteria for Date to Try

CHALLENGES WORTH SOLVING:S.NoCriteriaPoints

1Benefit to the organization 1 - 10 Scale

2Efforts required Yes - 10; No-0; with customization- 1 to 9

3Is this practiced in TPL Yes 1; No 0

4Replication Yes 1; No 0

Table 4.7 Evaluation criteria for Challenges worth SolvingPost-Event Stage -RESPONSE TO INNOWAYS:

26Now that we have looked at all the dimensions involved in the planning stage and the event stage of the campaign, it is now time to analyze the actual response to the Innovation campaign, in terms of the number of entries received from TPL employees from across all its various project sites, Regional Offices (Delhi, Mumbai and Kolkata) and its Head Office (Hyderabad).S. NoCategoryNo. of Entries received

1.Promising Innovation220

2.Dare To Try10

3.Excellence in Design6

4.New Business Model6

5.Challenges Worth Solving315

6.Leading Edge-

TOTAL557

*Source: Innoways Report 2013Table 4.8 Over-all number of Entries received

Figure 4.4 Over-all number of Entries received

27The above table and figure clearly exhibit that the total number of entries received for Innoways 2013, was 557. The highest among them is 315 for Challenges Worth Solving category and the next highest category is Promising Innovation with 220 entries. But, all the other categories received a very small number of entries amounting to only 22 entries and it should also be noted that Leading Edge category did not receive even one entry. This implies that a majority of the TPL employees try to find new ways to improve their regular day-to-day operations. They find and implement innovations on a small scale, which have more chances of being successful. Hence, the success rate of innovations is pretty high. But very few of them actually brought forward large scale ideas which could change the face of TPLs business in the long run. Coming up with new technologies is nowhere in the picture. S. NoCategoryNo. of Participants

1.Promising Innovation880

2.Dare To Try40

3.Excellence in Design24

4.New Business Model24

5.Challenges Worth Solving315

6.Leading Edge-

TOTAL1283

*Source: Innoways Report 2013Table 4.9 Total number of Participants

28Figure 4.5 Total number of ParticipantsThe above figure displays that a majority of the participants, i.e., 69% of them had taken part in the category of Promising Innovations. The second highest is Challenges Worth Solving, even though it was an individual event, contrasting to all the other five categories. It also clearly defines the number of participants required for each category - Promising Innovation, Dare To Try, Excellence in Design and New Business Model categories had teams of 4 each, whereas Challenges Worth Solving was an individual entry category. Tables 4.8 & 4.9; and figures 4.4 and 4.5 reveal that the total number of employees participating in Innoways was 1283, which is 48% of TPLs manpower. A majority of the entries have been in the form of teams. This shows the great amount of teamwork, understanding and trust that the employees have amongst them. It also brings forward the many independent individuals who strive to improve their work and want to make a mark of their own at TPL. This over-whelming response has in itself taken this years Innovation Campaign to a higher level, when compared to last years receipt of just 40 entries. After having a glance at the response to Innoways 2013 on a whole, let us now analyze this response category-wise and department-wise.

PROMISING INNOVATION:S. NoDepartmentNo. of Entries received

1.Corporate Services30

2.Enabling Services33

3.Power Vertical62

4.Process Vertical79

5.Quality Services16

TOTAL220

*Source: Innoways Report 2013

29Table 4.10 Number of Entries received department-wise for Promising Innovation

Figure 4.6 Number of Entries received department-wise for Promising InnovationFigure 4.6 shows that the maximum number of entries for the category of Promising Innovation has been received from the Process Vertical (SBU-M&M, SBU-Water, SBU-OG&H) and the next highest is from the Power Vertical (SBU-PG, SBU-T&D, SBU-Railways). Entries from the Corporate and Enabling Services have been average with 30 and 33 entries respectively. Entries from SBU-QS have been the least. This discloses that the Process Vertical has been able to generate more successful innovations for TPL.

S. NoDepartmentNo. of Participants



3.Power Vertical248



TOTAL880


30Table 4.11 Number of Participants department-wise for Promising Innovation

Figure 4.7 Number of Participants department-wise for Promising InnovationIt can be seen from figure 4.7 that 36% of the employees participated from the Process Vertical and close to it is the Power Vertical with 28% of the employee participation. This shows the initiative taking skills and the risk taking ability of the employees from SBUs. The Corporate and Enabling Services department employees should be encouraged more to come up with innovative solutions by taking inspiration from the others.

No. of entries Received

No. of entries Selected

31Figure 4.8 Number of Entries selected for Evaluation - Promising InnovationThe above figure shows the number of projects screened for further evaluation by the evaluation committee as per the set criteria for Promising Innovation (Table 4.2). After screening all the 220 entries received, only 62 of them, i.e., 28% of the entries received were taken to the next level for evaluation. Given the criteria for evaluation, most of these rejected entries might not have been able to achieve high levels of savings or are probably not applicable elsewhere. The reason may also be because it was already implemented at TPL before or the entries did not seem to have the required efforts to come up with new feasible ideas.

DARE TO TRY (DTT):S. NoDepartmentNo. of Entries received

1.Corporate Services-


3.Power Vertical3

4.Process Vertical5

5.Quality Services-

TOTAL10

*Source: Innoways Report 2013Table 4.12 Number of Entries received department-wise for Dare To Try

32Figure 4.9 Number of Entries received department-wise for Dare To TryIt is evident from the above figure that out of the 10 entries were received for Dare To Try category, 5 of them are from the Process Vertical (SBU-M&M, SBU-Water, SBU-OG&H) and 3 of them are from the Power Vertical (SBU-PG, SBU-T&D, SBU-Railways), 2 entries are from Enabling Services. The entries for this category are very less maybe because most of the innovations tried by the teams have been successful or the teams do not want to mention their failures as it would affect their respective departments.S. NoDepartmentNo. of Participants



3.Power Vertical12


5.Quality Services-

TOTAL40

*Source: Innoways Report 2013Table 4.13 Number of Participants department-wise for Dare To Try

33Figure 4.10 Number of Participants department-wise for Dare To TryFigure 4.10 shows that 50% of the participants have been from Process Vertical, followed by 30% from Power Vertical. This category involves failed attempts to innovate. Even though the appreciating factor here is the efforts behind taking the initiative, many people are reluctant to accept or own up to their failures as it would affect their reputation in the organization.



Figure 4.11 Number of Entries selected for Evaluation Dare To TryA total of 10 entries were received for this category and all 10 of them were taken to the next level of evaluation. This maybe because all the entries were matching to the Evaluation Criteria set for Dare To Try (Table 4.6). Their concept was new and had a high potential impact. EXCELLENCE IN DESIGN:S. NoDepartmentNo. of Entries received


2.Enabling Services-

3.Power Vertical3

4.Process Vertical3

5.Quality Services-

TOTAL6


34Table 4.14 Number of Entries received department-wise for Excellence in Design

Figure 4.12 Number of Entries received department-wise for Excellence in DesignIt is clear from the above figure that out of the 6 entries received for this category, 3 are from the Power Vertical (SBU-PG, SBU-T&D, SBU-Railways) and the other 3 from the Process Vertical (SBU-M&M, SBU-Water, SBU-OG&H). Since designs play a crucial role for success in EPC companies, bringing in new aesthetics and feel to it will satisfy customers in the long run. It is disappointing to see that there were no entries received from the Corporate Services department - especially from the Engineering and Construction Services. S. NoDepartmentNo. of Participants



3.Power Vertical12


5.Quality Services-

TOTAL24


35Table 4.15 Number of Participants department-wise for Excellence in Design

Figure 4.13 Number of Participants department-wise for Excellence in DesignThe above figure displays that 50% of the employee participation was from the Process Vertical and the rest 50% was from Power Vertical. These employees have recognized that design is an important parameter on which end products are judged by customers and that it creates a form in the mind of the customer. They also identified that design is a crucial paradigm on which planned spaces are judged by occupants. They focus more on improving and updating the existing designs.

No. of entries SelectedNo. of entries Received

36Figure 4.14 Number of Entries selected for Evaluation Excellence in DesignFigure 4.14 shows that all the six entries received were taken to the next level of evaluation on the basis of evaluation criteria for Excellence in Design (Table 4.4). This category not only judges the differentiating use of design aesthetics, but also focuses on the emotional response that the design generates for better utility. NEW BUSINESS MODEL:S. NoDepartmentNo. of Entries received



3.Power Vertical-

4.Process Vertical-

5.Quality Services1

6.Project Sites1

TOTAL6

*Source: Innoways Report 2013Table 4.16 Number of Entries received department-wise for New Business Model

37Figure 4.15 Number of Entries received department-wise for New Business ModelIt is seen from the above figure that a total of 6 entries have been received in this category, 4 from the Corporate Services department and 1 each from the Quality Services and Project Sites. Coming up with a new business model plan in itself is a huge initiative involving a lot planning while weighing the pros and cons. Also receiving an entry from the project site is laudable.S. NoDepartmentNo. of Participants



3.Power Vertical-

4.Process Vertical-

5.Quality Services4

6.Project Sites4

TOTAL24

*Source: Innoways Report 2013Table 4.17 Number of Participants department-wise for New Business Model

38Figure 4.16 Number of Participants department-wise for New Business ModelFigure 4.16 reveals that 67% of the employee participation has been from the Corporate Services department. This means that new business ideas have come mostly from the teams of the planning department. This category involves investing huge amounts of time and efforts to come up with feasible plans that can help TPL foray into new untapped sectors. Attempting for this category will boost the self-confidence and affiliation towards TPL as these employees would be helping the organization grow in a totally new and different direction, if successful.



Figure 4.17 Number of Entries selected for Evaluation New Business ModelThe above figure reveals that out of the 6 entries received for this category, 5 of them were taken to the next level of evaluation after preliminary screening on the basis of the set evaluation criteria for New Business Model (Table 4.5). The entries had an appealing concept and had high potential impact. The main judging criterion was if this new business model can be aligned to TPL line of business. The new business idea should not be too vague or totally disconnected from the existing line of business but should be complementary to them. Its success rate, risk factors, financial investments and profitability rate should be thoroughly analyzed and listed down in detail while bringing forward a new business proposal.

39New Business Model is the most significant category as it involves ideas that have a local, regional, national, international and an over-all global impact on TPL while all the other categories involve innovations or attempts to innovate on the operations of work.CHALLENGES WORTH SOLVING:S. NoDepartmentNo. of Entries received



3.Power Vertical66



TOTAL315

*Source: Innoways Report 2013Table 4.18 Number of Entries received department-wise for Challenges Worth Solving

Figure 4.18 Number of Entries received department-wise for Challenges Worth Solving

40Figure 4.18 clearly shows that this category has received a fairly distributive number of entries, when compared to entries of all the other categories. The highest entries received, 123, were from the Process Vertical (SBU-M&M, SBU-Water, SBU-OG&H), followed by the Power Vertical (SBU-PG, SBU-T&D, SBU-Railways) with 66 entries and closely behind it from the Enabling Services department with 53 entries. S. NoDepartmentNo. of Participants



3.Power Vertical66



TOTAL315

*Source: Innoways Report 2013Table 4.19 Number of Participants department-wise for Challenges Worth Solving

Figure 4.19 Number of Participants department-wise for Challenges Worth Solving

41It is seen from the above figure that39% of the employee participation has been from the Process vertical and 21% from the Power Vertical. Enabling Services department managed to get 17% of participation by the employees while Quality Services got 15%. This shows that most of the employees strive to independently come up with new and better solutions to overcome the challenges that they face in the day to day functioning of operations.

No. of entries SelectedNo. of entries ReceivedFigure 4.20 Number of Entries selected for Evaluation Challenges Worth SolvingThe above figure reveals only 35 entries, amounting to only 24%, were taken for the next level of evaluation out of 315 entries received, on the basis of the evaluation criteria set for Challenges Worth Solving (Table 4.7). The entries selected were beneficial and were not practiced at TPL before. These innovations will also help all the employees to overcome the challenges faced by them in their respective areas of work. Post Evaluation Reward & Recognition: All employees of all the selected projects on Innovation were rewarded under Take-Up (Tarakki Ke Uss Paar) reward scheme. Selected innovation was published in the In-house magazine Concreate. Selected Innovation was sent for participation in the Tata Group Innovista.

42About 50 innovative ideas from the entries received managed to stand out in one way or the other. The winners received certificates and awards. Innoways Report 2013 was made and presented to the Senior Leadership Team (SLT) at a meeting (Annexure 4). CHAPTER VCONCLUSIONS AND SUGGESTIONSInnoways has been successful in achieving its objectives, which is in line with Tata Groups objectives - to foster the culture of innovation, encourage and motivate the innovative spirit among all TPL employees. This is evident from the over-whelming response from the employees by receiving more than 500 entries from the period of 1st November to 25th November 2013. Since I have been a part of Innoways 2013, right from its planning, execution and evaluation stages, I have drawn inferences and interpretations on the basis of my observations. After analyzing the entire data, it can be concluded that Innoways 2013 received the maximum number of entries from the Process Vertical (SBU-M&M, SBU-Water, SBU-OG&H) and from the Power Vertical (SBU-PG, SBU-T&D, SBU-Railways). Since the main bread-earners for TPL are the SBUs, it has been a great achievement in terms of giving them an opportunity to share their successful new ideas, which can be implemented to the benefit of these SBUs, and ultimately to the betterment of the organization. But, Tata Projects Limited, being a major player in the EPC (Engineering, Procurement and Construction) industry, received very little participation from the Enabling Services department. It also received very few entries from the project sites. Another successful area of Innoways 2013 has been the positive response to the communication campaign. The teaser campaign, which was launched in October, managed to grab the attention and increased the curiosity levels of all the employees when the mailers were sent to them (Annexure 1). Even during the campaign, i.e., between 1st November and 25th November 2013, mailers of successful stories of innovations implemented at TPL were shared (Annexure 2), to encourage employees to share their innovations. After the closing date of entries, a thank you mailer was also sent to all the participants (Annexure 3).

43Any corporate campaign is successful when each and every employee fully understands and believes in it. People need to make up their own mind that this is a better and smarter way to work. Effective internal communications is not about telling people, itsabout involving them, which is exactly what Innoways 2013 Campaign managed to do. It has been a great success because all the employees had that connect and affiliation towards the entire concept and theme of Innovation, which encouraged them to participate and showcase their creative side and business acumen. The feedback collected informally from employees at random clearly suggests that the participants loved the concept from teasers to reward stage. They felt that it is a wonderful way to bring out the latent potent talent from employees which encourages teamwork and a sense of contributing to organizations growth in truest sense. The over-riding feeling was to do much better in the next campaign. The organizing committee also was very happy with the response to Innoways 2013. They have set higher targets for the next innovation campaign and are aiming at atleast 75% of employee participation.Thus, it can be seen that Tata Projects Limited is trying to build an innovative culture, in the existing systematic structure of the organization. Innovative and creative people, but who work within the framework, could be brought into the organization right from its recruitment phase. Workshops involving creative thinking and doing creative activities for the existing employees can be conducted. This will help them look at their same routine work and operations with a new perspective, encouraging them to find new ways to deal with them. Finally, it can be concluded by stating that Innoways 2013 has been a huge success compared to the inaugural campaign last year. Be it in terms of curiosity and excitement, number of entries, number of shortlisted ideas, the number of award winners or in terms of the overall value and sense of belonging and a sense of pride in being part of successful innovative stories that enhance Tatas image as one of Indias leading innovative companies.

44

ANNEXURESAnnexure -1

Teaser Campaign Mailer 1

i


ii



iiiAnnexure -2During Campaign Mailer

Sharing the success story of the innovation implemented at Nagarnar project site.

ivAnnexure -3

Post Campaign Mailer

vAnnexure 4Innoways Report 2013 few glimpses

viWEBLIOGRAPHY AND BIBLIOGRAPHY

1. http://www.tataprojects.com/index.html2. https://tplnet.tataprojects.com/Pages/Home.aspx3. http://www.tataquality.com/Index.aspx4. http://toolkit.smallbiz.nsw.gov.au5. http://thebusinessexperienceshow.wordpress.com/2013/02/05/7-reasons-why-innovation-is-important/6. http://www.inventium.com.au/wp-content/uploads/2013/03/Innovation-in-Organisations-APS-Shelley-Logan.pdf7. http://www.innovationforgrowth.co.uk/whyisinnovationimportant.pdf8. http://www.seap.usv.ro/annals/ojs/index.php/annals/article/viewFile/332/3429. http://press.princeton.edu/chapters/s9221.pdf10. https://lgbtmap.org/file/communications-campaign-best-practices.pdf11. Concreate, December 2012, Vol 1, Issue 112. Innoways Report 2013

HR project

Documents

evaluation criteria

total number of participants28

niyati reddy of pgdhrm

hr project

date signatureproject

industry guide

continuous guidance

bonafide work