TM - cdn.enparadigm.comcdn.enparadigm.com/.../simulations_clientstories/... · enParadigm TM Business Context Zensar is an information technology and infrastructure services company

How Zensar Technologies drove resource capability and operational excellence through its senior project managers and solution architects

An enParadigmTMclientstory

enParadigmTM

Business Context

Zensar is an information technology and infrastructure services company based outof Pune, which is part of the RPG Group. The company had revenues of INR 2,964 crore in FY 2015-16 and an employee headcount of over 8,300 across 29 locations. The company has most of its 200 plus customers in retail, manufacturing, and BFSI sectors.

2015-16 was the year of change at Zensar. Ganesh Natarajan, CEO from 2001, who grew the business from a INR 40 crore, 400 people organization, was stepping down. Sandeep Kishore, earlier Corporate VP at HCL Technologies, was taking over as the new CEO. The company was shifting its business model towards digital solutions and application services. The L&D team, led by Tarun Raj, was redefining the company’s talent and succession planning processes. As part of this initiative, the company created a new competency framework and defined transition levels between first-time managers, managers of managers, managers of functions and managers of business. Each transition levels had critical competencies defined which were needed for managers to go to the next level.

enParadigm interacted with key stakeholders across different levels of the organization, and using our REITM system, designed a business simulation intervention for senior

project managers to help them with the transition from managers of managers tomanagers of functions.

t

enParadigmTM

Intervention Objectives

Understand impact of scope creep, missing SLAs & deadlines on future pricing and mining more business from customers

Understand the impact of process improvements and automation on margins, and drive initiatives beyond delivery

Understand the impact of costly senior resources on project margins, and proactively train younger resources to manage this

Mitigate the impact of frequent change requests, by improving people planning and estimation processes

Field and site visits to understand performance gaps

Connect with participants and reporting managers to identify challenges

RELEVANT SOLUTION

Meet with business leaders to understand business model

DeliverBusiness Simulation Program

ACTION ITEMS

IMPACT ANALYSIS REPORT

2nd Follow-up on implementation of action items1st Follow-up on

implementation of action items

Weekly Online gamified Retention Modules

21-2526-30

31-3232

200

16-20

120-127180-187

0-15

40-68

DAY

DAY

DAY

DAYDAY

DAY

DAYDAY

DAY

DAY

REITM Road Map6 Month Intervention

enParadigmTM

enParadigmTM

Each team of 3-4 participants take

decisions for a virtual delivery unit

Dynamic Environment

9 Mutually decide each team member’s functional role

9 Formulate a business plan

9 Take cross functional decisions

9 Discuss functional conflicts

9 Analyze results every month

Team Dynamics Tools and

Frameworks

Competition Decisions

Debrief with Facilitator

Concept Sessions

Learning Inputs

9 Process adherence and SLA management

9 Resource planning and estimation

9 Project costing and financial management

9 Employee value proposition and people management

9 Cross-functional collaboration

Customer Decisions

Sharp Business Insights

Takeaways:

Time-Bound Action Plan

The Simulation Experience

No. of Participants : 23

Senior Project Managers, Solutions Architects

P&L complexities

enParadigmTM

Where The Needle Moved

enParadigmTM

7/15 participants drove operational excellence

11/15 participants enhanced resource capability

6/15 participants improved commercial acumen

*Based on our impact analysis conversation with 15 participants and reporting managers out of a total of 23 participants

enParadigmTM

ROI Of Intervention

11

76

IMPLEMENTATION ( POST 6 MONTHS )

15 participants drove the following outcomes

7

22

13

10

KEY TAKEAWAYS (END OF PROGRAM)

enParadigmTM

Driving Customer

Loyalty

Enhancing Resource Capability

Driving Operational Excellence

Improving Commercial

Acumen

7

19

10

7

ACTION ITEMS ( END OF PROGRAM )

Driving Customer

Loyalty

Enhancing Resource Capability

Driving Operational Excellence

Improving Commercial

Acumen

Driving Customer

Loyalty

Enhancing Resource Capability

Driving Operational Excellence

Improving Commercial

Acumen

23 participants gave the following key takeaways

21 participants gave the following action items

1

* Based on our impact analysis conversation with 15 (out of 23) participants and their reporting managers

enParadigmTM

Post Program Implementation Outcomes

“

enParadigmTM

“

Team productivity has improved. I have done some evaluation and some delegation and also removed the gap between the clients and the team members so, now there is flexibility and transparency between them and they are able to connect with each other well. We had a couple of priming sessions for domain knowledge by some experts for our team members. Defect rate has come down. For eg. - if last quarter we had around 10 now it has come down to 3-4. We have hired freshers and candidates with less than 3 years of expertise. This has reduced the hiring cost and our team size increased from 15 to 25 and our productivity has also improved.

Nagasiva Kumar Chilaka Project Manager

I am now able to read and understand financial statements better than before and I’m doing it regularly to understand it better. Now, I have frequent meetings with the team members and discuss about the possible chances in improving the productivity and automating the processes. Team interaction has immensely improved and I’m able to connect to the team members quite well. We have regular one-on-one meetings which is helping me as well as the other person.

Sanjog HonraoSolution Architect

“

enParadigmTM

We are able to ramp up certain team members according to the requirement of the project with our learning plan. We are also having regular meet-ups with the teammates with different sets of training plans according to their roles. Revenue and margins are looked after by the group manager I report to, but I'm actively involved in discussions regarding this as my next promotion will be to a group manager.

Samaresh SinhaSolution Architech

“

I have initiated more training for myself and for my team which included digital awareness, new frameworks, domain training etc. I also have completed Certified Scrum Master ( CSM ) certification successfully. The trigger for the above is from your workshop. Every team member now understands the importance of training and they are now willing to do it on their own. This has increased the knowledge of the team members and helped us in resolving the issues and fulfilling the deliveries on time. Team members are now taking part in all activities proactively. They are taking up tasks on their own and completing those on time.

Girish DeshmukhGroup Manager Projects

We partner with businesses to bridge performance gaps within the leadership team or below. Using R-E-I as a methodology and customized simulations as tools, we help you drive valuable and actionable insights, and enable your team to create measurable impact.

enParadigmTM

How Infosys BPO sensitized managers

across levels to understand and solve customer pain points

How WNS developed Strategic Thinking,

Business Acumen andIndustry Awareness

Within Its High Potentials

How NIIT Technologies Transformed

Its Senior Management Into Business Leaders

With A 360 Degree Business Intervention

Companies like yoursDiscover more companies like yours, who have succeeded with enParadigm. We have helped these

firms change mind-sets, develop critical competencies, and drive tangible business results.