sapience- provides best outsourcing governance tool, work output tracking system
Transcript of sapience- provides best outsourcing governance tool, work output tracking system
1
Re-Defining Productivity at Workplace
February 2016
White Paper
2
AGENDA
Fostering Productivity: Deep Dive
Introduction
Our Point of View
There has been a transformational shift in focus from optimization to adaptation to bring about an impact on businesses
3
Traditionally, productivity was viewed by enterprises as output by input, taking a cue from manufacturing centres, whose basic
philosophy was to build process efficiency to maximize output. With the emergence of knowledge economy, the underlying
definition for productivity has changed. Newer enterprises (especially in the software industry) are shifting focus from
optimization to adaptation, to bring about a transformational impact on their respective businesses
Optimization Adaptation
Mechanical
Process Centric
Stable, Predictable
Individual
Efficiency
Organic
People Centric
Turbulent, Difficult to Predict
Enterprise
Knowledge Work
Source: Zinnov Research & Analysis
R&D centers are the knowledge production houses for the enterprises. Typical process of knowledge production can be represented by the Knowledge cycle.
4
KNOWLEDGE CYCLE
Capitalise
Expense
CREATION
APPLICATION
TRANSMISSION
ACQUISITION
CREATION
ACQUISITION
APPLICATION
TRANSMISSION
Building knowledge starts with its acquisition through a variety of
means, such as personal experience (experiential learning),
formal education or training, and sources such as books, peers,
etc.
The knowledge acquired can be either tacit or explicit. Such
knowledge has to be transmitted within the organization so that
organizational learning happens. Socialization, internalization etc.
can be means of transmissions.
Organizations process these learnings and generate outputs in
the forms of a new design, a patent, a prototype, a report or an
idea.
The knowledge created in the previous steps needs to be applied
in the organizational context for it to be productive for the
organization. A patent filed is not productive for the firm unless it
has potential to generate value in future.
Enterprises become more productive as the ‘Knowledge Cycle Time’ is reduced. There are various factors in an enterprise like the skills
of employees, management efficiency, employee morale, processes etc. and various other external factors which can have an influence
on your knowledge cycle time. These factors can be broadly classified into three dimensions - People, Enterprise and Ecosystem
Source: Zinnov Research & Analysis
21st century work span has added new dimensions to factors affecting ‘Productivity at Work-Place’
5
Productivity Dimensions
Strategic Partnerships
External Elements
Quality of a Knowledge Worker
Time Spent on Work
Work Life Balance
PEOPLE
Enterprise
ECOSYSTEM
Creating a
cohesive
culture
Organizational
Enablers
Collaborative
Environment
CollaborationOperational Excellence
Reducing Knowledge Cycle
Source: Zinnov Research & Analysis
6
Fostering Productivity: Deep Dive
People: Creating a Cohesive Culture
Enterprise: Organizational Enablers
Ecosystem: Collaborative Environment
Quality of a Knowledge Worker
Time Spent on Work & Work Life Balance
Introduction
Our Point of View
AGENDAThis section will include a deep dive into the components of
Enterprise Productivity specifically from People’s dimension.
• Quality of Knowledge Worker
• Time Spent on Work & Work Life Balance
Knowledge workers have emerged as one of the most important enterprise assets in the digital age
7
A knowledge worker is anyone who works for a living at the tasks of developing or using knowledge. For example, a
knowledge worker might be someone who works at any of the tasks of planning, acquiring, searching, analysing,
organizing, storing, programming, distributing, marketing, or otherwise contributing to the transformation and commerce
of information and those (often the same people) who work at using the knowledge so produced.
Quality/Skill of the knowledge workers has a close correlation to the organizational productivity. Organizations these
days want their knowledge workers to be hyper-specialized and they are expected to do high value work from day one.
QUALITY OF KNOWLEDGE WORKER
Parameters to Evaluate a Knowledge Worker
The quality of a knowledge worker affects the knowledge life cycle making personal productivity important for driving
enterprise productivity. The above representation indicates how enterprises are emphasising more on building / training a
knowledge worker rather than just hiring the right knowledge worker
Source: Zinnov Research & Analysis
PEOPLE
Hiring and retaining knowledge workers of a particular degree of competency and cultural alignment is critical in ensuring productivity enhancement at an individual level
8
PEOPLE
Source: Zinnov Research & Analysis
EXISTING FOCUS
Hiring/ Retaining the right employees is crucial to maintaining workplace productivity. However, the way organizations are going about talent
acquisition and retention is changing drastically. No more is the regular aptitude and capability to perform under pressure a parameter to
evaluate a knowledge worker. Some of the new trends observed in the industry that have been adopted to acquire and retain top knowledge
workers are:
9
EXISTING FOCUS
HIRING
PEOPLENew Age Recruitment Styles are emerging to rope in the best knowledge workers in the industry
• Attracts the best developers, who
are not accessible through
traditional sources
• Effective mechanism for creating a
lasting employer brand
• Helps in identifying and attracting
developers for niche skills
Leveraging Developer
Communities to Recruit Talent
• Attract a more diverse group of
applicants
• Project an image of innovation
• Provide insight into different lines of
business within the organization
• Make the recruiting process more
fun (Make a task like completing a
job application fun, creative,
competitive and interesting)
Gamification To Test Motivation
And Cultural Fitment
• Moderate cost tool with a good ROI
• Attracts passive job seekers
• Attracts more culturally aligned
candidates
• Connect with candidates at a
personal level
• Reduces effort as it enables
mirroring information across sites
Passive Hiring via Candidate
Social Profiling
ZLemma
Source: Zinnov Research & Analysis
10
EXISTING FOCUS
RETAINING
PEOPLERetaining the top knowledge workers is important and enterprises are identifying newer ways of keeping them
• Restricted stock units (RSUs) are
the most preferred LTI plans in R&D
centres and have gained
precedence over Employee Stock
Option Scheme (ESOS) in the past
few years
• Cash-based incentives have a
vesting period during which
employees are kept engaged and
used as a replacement for joining
bonuses
Equity Linked Incentive Plans
• Drives employees to work harder
• Learning Experiences for
employees as they get exposed
best in class talent, process and
environment
• Access to customers giving a sense
of work translation to output
• Helps in creating an employee into
an SME
Global Exposure
• Start-up Culture made available to
employees staying in enterprise
environment
• Innovation drives employees to
work harder and keeps them
motivated thereby yielding
productivity
Intrapreneurship Culture
Source: Zinnov Research & Analysis
11
RENEWED FOCUS
PEOPLERetaining the top knowledge workers is important and enterprises are identifying newer ways of keeping them
Source: Zinnov Research & Analysis
Existing focus on individual productivity was always aligned towards hiring competent and self motivated employees. However, in the
changing industry landscape, enterprises are renewing their focus on individual development. The focus is not around just creating or
acquiring knowledge. Its around applying the knowledge attained i.e. employee must be able to channel the enterprise knowledge wealth to
create productive assets. This notion has resulted in enterprises running various dedicated programs to enhance an individual’s applicability
quotient.
Case Of An Enterprise Running Individual Development Plan (IDP) Lab
As stated above, enterprises are renewing their focus on
individual development. However, it is critical that the
employees take complete ownership of their development
plans. Taking this into consideration, a large MNC initiated a
program wherein employees are able to identify their
development areas rather than just come up with career
goals
Duration
1.5 Hrs/Session
Audience
20-25 People/Session
Platform
Adobe
Connect
Program Details:
Approach:
• Identifying the barriers to traction on development plans by applying the GAP framework to
recognizing the skills that need development
• Discussion on real life case studies & best practice sharing to map skills into an actionable IDP
Engagement
Scalability
Cadence
Impact
Web-based interactive activities, Real life video snippets, Case Discussions, etc
Cross training regional HRBP to conduct the sessions in their respective regions
Equip managers with the right tools to provide feedback and measure its traction
Working with Managers to closely review quality of IDPs and traction on action planning
Success
Criteria
Feedback Ratings + Improved Quality of IDPs + 100% completion of IDPs on
MyPortfolio + %Internal Growth and Successor Readiness
12
Fostering Productivity: Deep Dive
People: Creating a Cohesive Culture
Enterprise: Organizational Enablers
Ecosystem: Collaborative Environment
Quality of a Knowledge Worker
Time Spent on Work & Work Life Balance
Introduction
Our Point of View
AGENDAThis section will include a deep dive into the components of
Enterprise Productivity specifically from People’s dimension.
• Quality of Knowledge Worker
• Time Spent on Work & Work Life Balance
13
THE BIG PICTURE
PEOPLETraditionally, the input of time in work has been pivotal in driving productivity. Not much has changed in this aspect
Source: Zinnov Research & Analysis
As Peter Drucker once said, “If you can’t measure it, you can’t manage it.” In other words, the more measurable the human dimension can be
throughout an employment life cycle, the more effectively workflow and productivity can be managed, and ultimately enhanced. Of all the
metrics available the one easiest to measure is the time spent on work.
Workplace analytics is data about utilization of the organization’s best talent, understanding the work patterns and aligning them with the
business strategy. Workplace analytics can help enterprise leaders to develop and improve recruiting methods, make general and specific
hiring decisions, and keep the best workers with the company.
KEY ASPECTS OF THE TOOL
Captures both, the
online and offline
time status
Tracks pattern of
time spent at an
application level
Creates a view of the
Capacity Utilization
pattern across projects
Effort analytics by
skills, roles, verticals,
locations
Using data obtained from leading workplace analytics solution Sapience Analytics, we shall highlight the
various trends on the amount of time spent on work at the workplace, which will shed light on how
technology can be used to augment knowledge worker productivity.
14
PEOPLETraditionally, the input of time in work has been pivotal in driving productivity. Not much has changed in this aspect
Source: Sapience Analytics – Research Report 2015
Digital Distractions
There is a lot of research which shows that the
smartphone phenomenon has negative impacts at
workplaces. The main concern is that the excessive use
of smartphones can lead to addiction, which has a
negative effect on work in terms of lowering productivity.
Smartphones are connected to peoples’ lives; it
becomes a part of daily life. For this reason, managers
claim that employees do not fully use their time and
attention into their work, but they focus more on their
“other activities at hand”, which can harm productivity.
When it comes to digital distractions, there is a huge
trade-off involved – productivity vs employee morale.
Thus it becomes all the more important to implement
policies that are inclusive of these two dissimilar factors.
For example, rather than blocking these websites at the
workplace, strict guidelines can be given regarding the
amount of time spent on accessing them.
Top Distractions At Work Place (based on time spent)
Emails
Meetings
Social Media
Smoking
Reading email alone sucks up 28% of the average workday; employees send and receive
an average of 112 emails daily. An average employee spends 40% of his working week
dealing with emails which add no business value.
33 minutes a day is the amount of time workers spend just attempting to
schedule meetings. Majority of the employees feel their biggest time waster is
having to attend too many meetings.
Employees get interrupted once every 10.5 mins by
things like IMs, tweets and Facebook messages. It
then takes 23 mins for those social media users to
get back on task.
Smokers waste 5 weeks a year on smoke
breaks. Indirect costs of smoking in the
workplace include lost worker production time,
air cooling and ventilation costs, and property
damage.
15
PEOPLEIndividual employees should identify ways of spending more time on work that matters and it can be done by making a few informed changes to their work habits
Source : Sapience Work Yoga Whitepaper
ADOPTING WORK YOGAWork Yoga is an idea pioneered by Sapience, which recommends implementing a few small,
simple but sustained changes in our individual work habits. In much the same way that small
lifestyle changes can improve our sense of well-being, Work Yoga can lead us to being both
more productive and calm in office. The changes recommended by Work Yoga are based on
three principles:
Mindful Work Smart Tasking Conscious Improvements
16
PEOPLEIndividual employees should identify ways of spending more time on work that matters and it can be done by making a few informed changes to their work habits
Source: Zinnov Research & Analysis
WORK LIFE BALANCE Studies shows that work-life balance ranks as the second most important workplace attribute
after compensation. Employees who feel they have a better work-life balance tend to work
harder than those who don’t.
The first step towards work-life balance should be taken by the employees themselves. By
spending more time on meaningful work, and by avoiding various distractions at work place,
employees can take the most important step in achieving work life balance.
Sweden’s Six -Hour Work Day
Sweden is moving to a six-hour working day in a bid to increase productivity and make people happier. Many organizations in Sweden had
identified the productive time lost to distractions during an eight-hour work day. The six-hour work day policy is meant to keep employees
focused on their task at hand and to motivate them to work more intensely while in the office.
Customer Case Study – Sapience
At a leading healthcare service provider, Sapience provided time & effort data to employees by way of which they were able to determine
activities in which they were loosing a lot of productive time. They started taking control of their work patterns, thereby finishing work during
office hours itself and leaving for home on time.
17
Introducing a personal efficiency improvement plan that allows employees to reflect and
draw self- improvement plans and also state their needs from the organization
Evaluating competencies by assigning employees to temporary projects before the actual
build
Practising Work Yoga to gain more focus, set your individual goals and optimise input vs
output at an individual level
Spending more time on work that matters
Leveraging Personal Knowledge Management
Identify top performers as role models and use data as a measure of review , create a
system where people can self improve set goals measure and achieve, engagement better
work habits
Identifying individuals with tacit knowledge and adopt methods to transfer the knowledge
amongst team members
18
AGENDAThis section will include a deep dive into the components of
Enterprise Productivity specifically on the enterprise enablers.
• Operational Excellence
• Collaboration
Fostering Productivity: Deep Dive
People: Creating a Cohesive Culture
Enterprise: Organizational Enablers
Ecosystem: Collaborative Environment
Operational Excellence
Collaboration
Introduction
Our Point of View
19
ENTERPRISEOperational Excellence at enterprise level is about merging the softer aspects (culture, leadership) with the elemental aspects (processes & technology) (1/8)
Source: Zinnov Research & Analysis
OPERATIONAL EXCELLENCE
Operational excellence is the design and the performance of the integrated systems and processes that create ongoing improvements and
excellence in a company’s strategic, competitive and operational values through speed, flexibility and cross-purpose adaptability, while also
focusing on the customer's needs and keeping the employees positive and empowered with strategic purpose.
All cultures, both industrial and social, consist of shared values and beliefs, supported by appropriate behaviour and rituals. By
communicating values and making a standard practice of appropriate rituals it is possible for business leaders to create a situational culture
within your organization that engages people to support the success of your business.
Leadership is required to create an organization that fully focuses on organizational alignment, good communication & collaboration, short
and long-term marketing and innovation strategy and effective lean management faster than local and global competitors.
Organization structure has a huge impact on how work is being done in an organization. Depending on the hierarchies, reporting structures
and the decision making processes, the manner in which the work is being done will also get affected.
Market leaders are accelerating their pace toward Operational Excellence through formal programs and training. Simply putting in place a
program and process on how to educate, standardize and continuously improve your operational processes is a great step to be in alignment
with the market leader.
Enterprises are supporting people and processes with integrated systems and real-time information visibility. Data driven approach has
become a holy grail approach to achieving idealistic efficiency for which technology is the most important factor.
20
ENTERPRISEOperational Excellence at enterprise level is about merging the softer aspects (culture, leadership) with the elemental aspects (processes & technology) (2/8)
Source: Zinnov Research & Analysis
OPERATIONAL EXCELLENCE
CULTURE
Building an organizational culture is an activity which requires focussed efforts. It requires programs to inculcate the right mind-
set. A culture of self-driven employees translates to positive outcomes for overall production and operational efficiency. To create
self-driven employees, employee engagement is an important channel that enterprises must focus on to enhance productivity.
Enterprise Expectations
Employers expect personnel to behave in a
manner consistent with the company’s mission
and goals. By establishing standards for
business conduct, company executives set
expectations about acceptable behaviour. A
positive attitude toward maintaining high
standards for work ethics usually creates a
productive environment in which people take
pride in the work, and customers, suppliers and
partners want to conduct business.
How Enterprises Are Driving Work Ethos
Increased investment in employee engagement to ensure that the enterprise’s values
and objectives are deep seeded into the employee
Setting up separate Learning & Development function to equip employees with the
right skills & tools to execute projects to provide a seamless experience for themselves as
well as the enterprise
Shift of focus from product output to product innovation. Employees being
challenged at work is an important aspect for motivating the workforce to be productive
Emphasis on work flexibility to achieve the right work life balance. A happy Employee
is a Productive Employee
21
ENTERPRISEOperational Excellence at enterprise level is about merging the softer aspects (culture, leadership) with the elemental aspects (processes & technology) (3/8)
Source: Zinnov Research & Analysis
OPERATIONAL EXCELLENCE
LEADERSHIP
Leadership is responsible to create an organization that fully focuses on organizational alignment, good communication &
collaboration, short and long-term marketing and innovation strategy, and effective lean management faster than local and global
competitors.
Steps For A Leader To Create Operational Excellence And Organizational Agility
1 Aligning roles and responsibilities and work with the best performers, decision makers and problem solvers. Staying ahead of competitors by developing the
most qualified, capable and flexible workforce within the organization.
2 Establishing your organization’s innovation department by creating a strong R&D and customer immersion lab. This will allow you to create new technologies,
products, services and networks, which will help you get into new markets before others in your industry.
3 Focussing on expanding your company’s competitive intelligence. Then, taking action faster than your local and global competitor.
4 Align your operating, innovating and competing models towards achieving strategic management and operational excellence with organizational agility.
5 Implementing a performance-based, collaborative and innovative culture within the organization. Also, initiating a continuous learning and development
program to create a high-achieving organizational culture.
6 Making a long-term sector and risk management analysis and reconfigure your business accordingly.
22
ENTERPRISEOperational Excellence at enterprise level is about merging the softer aspects (culture, leadership) with the elemental aspects (processes & technology) (4/8)
Source: Sapience Analytics Report 2015
OPERATIONAL EXCELLENCE
LEADERSHIP
Customer Case Study – Sapience
Work force analytics showed that the top 20% of the talent worked really hard and were the most sought-after resources for critical projects
which resulted in that set of talent being stressed out. The primary reason for this situation was that most project managers did not trust the
next level of technologists to delegate critical work to.
Best Practices
ShadowingPerforming employees are expected to take up young blood to mentor and create ‘Shadows’. Though this might add additional work for the key employees,
in the longer run the workload allocated to the key performers is reduced.
ElevatingManagers are assigning challenging and innovative work to the star performers to create a sense of elevation for these employees. Sometimes these set of
employees are given bigger roles as well.
Task boardingTasks are made open for employees to select and add to their existing workload. This is designed to create a culture of working hard and sincerely, and at
the same time reduce workload from some key employees
Key Impact: Output increases by 10-15%, motivated and less-stressed team
23
ENTERPRISEOperational Excellence at enterprise level is about merging the softer aspects (culture, leadership) with the elemental aspects (processes & technology) (5/8)
Source: Sapience Analytics Report 2015
OPERATIONAL EXCELLENCE
Organizational Structure
Organizational structure influences various factors like the decision-making process, the leadership style, the feedback mechanisms, culture
etc. in an organization. All these factors play a critical role in defining the productivity levels within the organizations.
Size Of Companies
The lowest capacity utilization of around 60-65% was most
commonly found in mid-sized IT service companies
ranging between 1000-5000 employees. Small, well-
managed companies are the best since the employees
tend to be motivated and are relatively more visible to
senior management.
Large companies have good processes compared to mid-
sized companies, and are therefore placed in between.
Most BPOs, captives and large IT service providers have a
capacity utilization of around 70-75%.
Size Of Teams
Very small projects of 2-6 persons seemed to have better Productive
Work time on average than teams of more than 10 people, indicating
that smaller teams tend to spend more time on work than bigger teams.
Time spent on
productive work
24
ENTERPRISEOperational Excellence at enterprise level is about merging the softer aspects (culture, leadership) with the elemental aspects (processes & technology) (6/8)
Source: Zinnov Research & Analysis
OPERATIONAL EXCELLENCE
PROCESSES
Enterprises have always been at the forefront of adopting processes to achieve operational efficiencies. The buzz word that in the current age
is about being agile in processes to enhance throughput and being lean to maximize value realization i.e. start-ups are the best places to
learn these organizational systems
Organizational Systems To Enhance Productivity
Agile Methodology is an alternative to traditional project
management, typically used in software development. It helps teams
respond to unpredictability through incremental, iterative work
cadences, known as sprints. Agile methodologies are an alternative to
waterfall, or traditional sequential development.
Lean organization understands customer value and focuses its key
processes to continuously increase it. The ultimate goal is to provide
perfect value to the customer through a perfect value creation process
that has zero waste.
Scrum Leverages Commitment As Change Agent
Kanban Leverages Work In Progress (WIP) Limits as Change
Agent
25
ENTERPRISEOperational Excellence at enterprise level is about merging the softer aspects (culture, leadership) with the elemental aspects (processes & technology) (7/8)
Source: Sapience Analytics Productivity Trends
OPERATIONAL EXCELLENCE
PROCESSES
Enterprises are often challenged with managing seemingly unmanageable work volumes with available staff. At times, staff may feel
overwhelmed with high work volumes, or underutilized during periods of low work volumes. Enterprises have come up with set process to
achieve this challenge:
Customer Case Study - Sapience
Utilization varies widely across groups/teams
Cause 1: Manager does not have the visibility to realize the
problem
Cause 2: Talent hoarding (reluctance to release headcount)
Processes Laid To Drive Resource Optimization
CheckpointsProcess Laid out is -> No buffers, New Headcount or Attrition
backfills if Utilization below a particular threshold
Experience HopsHorizontal movement of key staff (prevents job hops)
Key Impact: Resource Optimization of 5-10%, done gently and driven by data
Time spent on
productive workTime spent on productive work across teams
Under Utilized
26
ENTERPRISEOperational Excellence at enterprise level is about merging the softer aspects (culture & leadership) with the elemental aspects (processes & technology) (8/8)
Source: Zinnov Research & Analysis
OPERATIONAL EXCELLENCE
TECHNOLOGY
Enterprises across different industry verticals are adding immense value to their offerings and products through real-time data via technology
being deployed to automate and provide real time insights. Some of technologies being used for operational excellence are: ERP, CRM,
Workforce Mobility & Sales Automation Solutions, etc.
A large technology company has used technology to
get real-time inputs which is processed to provide real
time outputs
Most enterprises are heavily dependent on the ERP
solution to automate a lot of their planning, thereby
cutting short on delivery time
27
AGENDAThis section will include a deep dive into the components of
Enterprise Productivity specifically on the enterprise enablers.
• Operational Excellence
• Collaboration
Fostering Productivity: Deep Dive
People: Creating a Cohesive Culture
Enterprise: Organizational Enablers
Ecosystem: Collaborative Environment
Operational Excellence
Collaboration
Introduction
Our Point of View
28
ENTERPRISECollaboration helps in creating both, tangible (business growth) as well as intangible value (asset creation)
Source: Zinnov Research & Analysis
COLLABORATION
Collaboration is at the heart of why organizations
exist. Corporations came into being because they
were more efficient than markets at deploying a set
of resources to produce specific goods and services.
But the bigger and more complex a corporation
becomes, the more likely it is that silos will start to
emerge around business units, functions, or
locations. When that happens, people start to work
for the benefit of their immediate group, not the
organization as a whole – preventing it from tapping
into the many sources of value created by
collaboration across businesses.
Why Is It Important?
More effective execution that saves time (through faster decision making) and
money (from resource sharing, knowledge transfer, and lower interaction costs)
Improved customer experience such as seamless access to multiple products and
services from across the corporation
Greater innovation and bolder strategic moves, thanks to the cross-pollination of
ideas and the abolition of impenetrable boundaries between businesses
Higher motivation and morale deriving from the greater trust between individuals
and the sense of belonging to a community that is working toward shared goals
29
ENTERPRISECase Of An Enterprise Breaking Silos And Enabling Cross Functional Collaboration
Source: Zinnov Research & Analysis
A large enterprise had created a structure of siloed functions to enhance productivity but soon realised that the model did not
yield the required output when it had started scaling. Hence it adopted a collaborative model to increase productivity (at the
same time shortening the PDLC ).
30
Organizations should break silos caused by geography, hierarchy and departments
Companies should always look to co-locate teams that have higher degree of adjacency
and build formal consolidated organization structures
Hiring philosophy should enable cross function / competency deployment of resources
Companies should provide ample training sessions and programs for their employees so
that their skills and knowledge can be moulded to suit the companies’ needs
Companies should enable resource mobility especially at leadership levels to mitigate the
risk of aggregating competencies and skills in one location / department
Reducing manager to employee ratio and creating techno-functional managers
Investing in New Age Agile Workspace
31
AGENDAThis section will include a deep dive into the components of
Enterprise Productivity specifically on ecosystem.
• Strategic Partnerships
• External Elements
Fostering Productivity: Deep Dive
People: Creating a Cohesive Culture
Enterprise: Organizational Enablers
Ecosystem: Collaborative Environment
Strategic Partnerships
External Elements
Introduction
Our Point of View
32
ECOSYSTEMOutsourcing, open collaboration and inbound external knowledge flow are some of the partnerships that enterprises are heavily investing in to achieving enterprise productivity
Source: Zinnov Research & Analysis
Strategic Partnerships are external collaboration efforts made by the company to focus both on the top and bottom line. These partnerships
are forged based on long-term value realisation both in terms of productivity and business. Some of the trending strategic partnerships in the
ecosystem are:
Outsourcing helps to ensure that the staff
have I.T. systems with the functionality they
need in many ways, and some are listed below
–
24*7 Service & Support
Scalability
Tailored to meet requirements
Outsourcing has been extended beyond just
IT. Product engineering services , HR, F&A
have become core businesses that have been
outsourced to achieve cost optimization as well
high productivity
Traditional challenges of productivity seen in
R&D centers across the globe are:
Research vs Development
Distributed R&D via Venture Capital
Stage-gate thinking
Open Innovation/ Co-creation is one of the
main points that are highlighted in any
portfolio thinking in innovation management
for emphasising on tech disruptions and
performance improvements
Learning on–the–go and in a classroom
are very different experiences. However, if
both are combined the learning from it is
optimal as it is practical in nature
33
ECOSYSTEMOutsourcing is now seen beyond just cost optimization. It’s a mechanism to help businesses grow i.e both the top line and bottom line
Source: Zinnov Research & Analysis
OUTSOURCING
OFFSHORING VS OUTSOURCING
Across many verticals, its noticed that the outsourcing
is a substantial portion of the offshoring strategy.
Across verticals, around 39% of the offshored work
is outsourced, indicating the importance of
outsourcing.
IMPACT OF OUTSOURCING
Offshored
Outsourced
34
ECOSYSTEMThough IT and Product Engineering Services are the most outsourced work, HR and F&A are becoming the most outsourced support functions
Source: Zinnov Research & Analysis
OUTSOURCING
What Work Is Outsourced?
Enterprises outsource both product engineering as well as
support functions. However, the degree of the outsourcing
is dependent on the criticality of the work. The key drivers
for outsourcing work:
35
AGENDAThis section will include a deep dive into the components of
Enterprise Productivity specifically on ecosystem.
• Strategic Partnerships
• External Elements
Fostering Productivity: Deep Dive
People: Creating a Cohesive Culture
Enterprise: Organizational Enablers
Ecosystem: Collaborative Environment
Strategic Partnerships
External Elements
Introduction
Our Point of View
36
ECOSYSTEMExternal Elements
Source: Zinnov Research & Analysis
External factors such as traffic, community, season, etc., have a sizeable impact on the productivity. These factors are beyond enterprises’
control and hence it depends on the individual to tackle these elements to enhance productivity.
Enterprises have started some initiatives to tackle these problems like providing Wi-Fi enabled buses, inter company cabs/bus pooling,
flexible leave planning, celebrating festivals in offices to increase employee engagements
Traffic is affecting the Indian Ecosystem the most in terms of productivity
• India is loosing double the amount of productive work
time as compared to different global locations
• There should be a focused approach to improve
infrastructure in these cities
37
ECOSYSTEMEmployees in city offices have more productive work time than their counterparts in remote SEZs due to time saved in travel
Source: Sapience Analytics – Global Trends 2015
Teams in Mumbai shows the maximum time at work on a consistent
basis. It probably reflects the highly professional work culture in
Mumbai, and the predominance of finance firms where work tends to
be more intense. Time at work was similar in NCR, Pune, Bangalore
and Hyderabad, and 15 minutes less than Mumbai.
Location Makes A Difference – Across Cities
Typically its seen that employees in city offices have 30 minutes more
productive work time than their counterparts in remote SEZs. This may
be because employees usually take company transport to remote
offices. Their time is limited by the bus timings, while those at city
offices can stay back late if required to complete their work. Larger
offices (typical in campus style remote SEZs) also mean time wasted
waiting for elevators, walking to meetings in other buildings and
remotely located cafeterias.
Location Makes A Difference – Across Type of Facility
Productive work hours on PC
Productive work hours on PC
38
Outsourcing should be an important part of the corporate strategy. Non critical IT services
and Support functions should be outsourced to improve productivity
More investments to connect with developer communities
Work from home flexibilities to bypass traffic and seasonal issues
Partnerships with universities to build a skilled resource pool
39
AGENDA
Fostering Productivity: Deep Dive
Introduction
Our Point of View
This section includes Zinnov’s point of view on enterprise
productivity and how enterprises should look at it
Point of View
40
As the industry landscape is rapidly evolving, so are the expectations from employees and enterprises. No
more is top line the only concern for enterprises. Competition has become fierce enough to drive enterprises
to investment in process, people, technology to keep bottom line in check. The definition of productivity in
itself is no more work output/work input.
New age definition of enterprise productivity:
Source: Zinnov Research & Analysis
41
THANK YOU
42
Zinnov Management Consulting (www.zinnov.com)
Zinnov is a boutique management consulting firm that has been at the forefront of innovation and thought leadership. Our over a
decade experience in globalization helps us in understanding customer problems and coming up with viable solutions. We assist our
clients in addressing globalization challenges by offering customers insights, data, and implementation support to address their
challenges. Our in-depth experience is driven by our focus on engineering and digital practice areas
About Zinnov
43
Sapience Analytics (www.sapience.net)
Sapience Analytics is a unique People Analytics @ Work technology solution that really moves the needle on business profitability by
powering a 20-30% increase in organization productivity, and also improving employee engagement and wellness. Managers and
CxOs get accurate Workload and Capacity Utilization insights across every business dimension of interest, enabling them to align
their talent pool to strategic needs. Employees are empowered to own their productivity and wellness through mindful work.
Sapience is helping over 100,000 users at 75+ enterprises across 10+ countries. Recognized as Gartner Cool Vendor (2015),
Sapience is the recipient of over a dozen global awards for its innovative product and fast growth. It also owns the Art of Working
platform (www.ArtofWorking.net) , that brings together several of the world’s leading productivity experts and working professionals
interested in improved personal effectiveness at work.
Download Sapience Buddy on your PC for your personal use – www.sapience.net/buddy/ – it’s free!
Sapience for Mobile is available on Google Play Store and Apple App Store.
About Sapience