Creating Systematic & Sustainable Transformation

Creating Systematic & Sustainable Transformation

Presentation by Srivatsan Thiruvallur Thattai, Plenary Keynote Speaker @STC 2012.

Presentation Abstract

About Srivatsan

Srivatsan is a Senior Vice President at QAI, and Chief Technology Officer at ETI. Over 23 years of experience in IT industry. Over 17 plus years of experience in all aspects of Testing including enterprise test consulting, setting up of enterprise test organizations for customers across the globe, setting up of test consulting group, testing delivery management setting up of centers of excellence for delivery management, project/program management and people development. Former Global Review Manager for TMMi foundation Member of Advisory Board, STC (QAI India)

Transcript

  1. Creating a systematic and sustainable Transformation Srivatsan Tiruvallur Thattai 06.DEC.2012

    | STC 2012 - Bangalore
  2. Transformation is Step by Step roadmap with a clearly defined

    end state Change to processes/approaches leading to optimization and measureable value Top down strategic initiative tightly interwoven with change management to bring out systematic changes leading to tangible value Enterprise wide initiative driven through clearly defined outcomes for moving up the value chain Where’s your vote? 2
  3. Some ground rules Get a comfortable grip on organization maturity

    to ensure right level of systematic update Understanding the customer business priorities, vision, political map, operations and funding Platform to capture success – right through Platform to capture success – right through demonstrate sustenance Skin in the game – two sides for a coin ensure customer collaboration, highest accountability in delivering commitments. Spot enhancers for leverage and drop inhibitors early Integrate change agent to enable systematic change 3
  4. Dimensions to consider for Maturity Delivery and Process capability Workforce

    and career capability Support function alignment Financial and Operational efficiency Governance and structure Technology capability and innovation Technology capability and innovation 4
  5. Where could things go wrong? How do we define Transformation

    in context? Right fit for right business context – Understand business problems Where are my opportunities? No one size fits all – Right solution for mapping opportunities only How realistic can the roadmap be? Follow the line – Prioritize - Demonstrate – Sustain – Improve How much to commit? Be realistic and not reasonable Be realistic and not reasonable Commitments not delivered result in erosion of trust Increases change management effort What do I leverage when? Right leverage at right time speak right before leveraging assets/IPs not upfront What do I watch out for? Political landscape, change agents (constructive and destructive), building and sustaining relationships 5
  6. How does it look? Conceptual model Delivery/Process Operations Over &

    above • Build Specialization • Enrich Customer experience • Workforce optimization • Measure Cost (vs) Value Characteristics • Drive Data/Business Analytics for decisions • Establish Benchmarks and measures • Leadership Development and enablement • Drive Managed Services and service Bundling Characteristics • Understand Business Process & Technology • Engage & Deliver • Sustain delivery quality & Productivity Characteristics Transformation Leader/Change Agent/Customer Sponsor Engage Deliver/Prove Build Trust Trusted Partner Advisory erative Progressive Transformation Relationship Transformation 6 • Delivery & Process Capability Definition & Stabilization • Base Organizational Processes • Maximize Delivery Effectiveness • Demonstrate Process Maturity • Workforce Capability & Skill Depth • Alignment to Support functions • Optimization of Product capability • Tweak Operational Excellence • Enhance Delivery excellence Drivers Outcomes Bundling • Explore new Delivery Platforms • Governance & Operational Excellence • Technology Innovation & Infrastructure Modernization • Customer Value Maximization • Productization Strategy • Intellectual Property Management Drivers Outcomes • Measure & Report Success Drivers Outcomes Iterative Progressive Transformation Core Elements Outcomes Stability & Value Growth
  7. So what’s the take away? Transformation – Can be tactical,

    strategic or both – it’s purely context based no one size fit all. Starts day 1 but results have to be documented and published depends on change faster the change is felt – faster is its manifestation is highly collaborative one team one goal – it cannot be one sided coin is more successful when approached systematically and implementation is sustained. begins to fail with breach of trust deliver to build trust – meet the expectations before exceeding expectations 7
  8. Thank you for Listening! Srivatsan T (srivatsan.t@qaiglobal.com)