ORGANIZATIONAL DEVELOPMENT

Organizational Development or O.D. is a planned effort initiated by process specialists to help an organization develop its diagnostic skills, coping capabilities, linkage strategies( in the form of temporary and semi-permanent systems) and a culture of mutuality. A planned effort thinking and planning initiated by process specialists Diagnostic skills- data collection-overtime Coping capabilities-problem-solving,confront and cope Linking strategies-Indl.& Organl. Goals Culture of Mutuality- OCTAPACE-fostering of certain values and open and proactive systems viz. openness, confrontation, trust, authenticity,pro-activeness, autonomy, collaboration and experimentation.

OBJECTIVES OF ORGANIZATIONAL DEVELOPMENT PROGRAMME

Implications:
1. For Individuals

organization strategy for development

2. For Groups organization strategy for development 3. For Organizations

Presentation Flow
Introduction: TCS An Organizational Perspective
Pre-OD Scenario Alignment & Structure Scenario Building Workshop Goal Alignment & Balanced Scorecard PROPEL Team Alignment Value Cards Improvement Darpan

Large relationship at TCS

Conclusion

Introduction: TCS An Organizational Perspective

Pre-OD Scenario 1998-99
Largest Indian software company Revenues of over Rs.1600 crores Vision to be global top ten

Strengths
Time delivery Premier position Focus on training programs Quality initiatives Use of good technical tools & procedures Encouragement of individual excellence in performance

Introduction: TCS An Organizational Perspective

Operational Paradigm
Mounting revenue pressures Selectivity in projects Focus on specialization Efforts on experimentation & Innovation Rewards & Recognitions Intergroup co-ordination & knowledge sharing Branding & PR

2002 Need for change, to align more closely with the

Customer, Business & Market requirements at organizational level

Alignment & Structure at TCS System dynamics & human dynamics Generals & the Scouts

Alignment & Attunement

Voice of Wealth Voice of Employee Voice of Customer Voice of Technology

Scenario Building Workshop

Internal organization workshop Challenge the conventional way of thinking Desired change & focus Realistic possibilities based on present factors

Goal Alignment & Balanced Scorecard

Goal Alignment & Balanced Scorecard
Teach Train -Transfer Personal Score Card Balanced Scorecard
Voice of the Shareholder Voice of Technology Voice of the Customer Voice of the Employee

Goal specification framework Key performance parameter -> deliverables on day to day basis -> workflow review -> linkage with incentives & values-> reward framework Career Planning & Mentoring Process Formulation of career paths New role definitions in HR

Voice of Shareholder

Knowledge generation

Cash generation Institution Building Insight Market /Business Insight Customer Satisfaction Index

Employee Satisfaction Index

Voice of Employee

Voice of Customer

Voice of Shareholder
New Competencies

Voice of Shareholder Q/C/D

Voice of Shareholder

PROPEL-The Intervention: Culture Building @ TCS

Exchange of ideas & problem solving

Two modes
Confluence Camps

PROPEL
P: Professional Excellence R: Role Enhancement O: Owning TCS Culture P: Personal Growth E: Employee Involvement L: Learning

The case of a Large relationship @TCS

Team Alignment through PRPEL framework &Spiral Dynamics
Initiation Awareness sessions & Workshops GAP Analysis Implementing improvement plan Next Steps

Value Cards at the Large Relationship Improvement through Measurement / Initiatives: Excellence at the large relationship ( AEP)

HR Initiative to Fill Gap

Initiatives Deployed
Account Excellence Plan Nakshaktra Award In Touch Fun @ Relationship level Toast Master Club/ Lets Talk Open House / Town halls Associate Satisfaction Survey (Darpan) Walk the talk

Darpan-Reflect and Improve

Analysis of Darpan Results The Culture Perspective: Outcomes from Darpan

Post OD scenario

Conclusion :TCS - The Paradigm Shift

Conclusion :TCS - The Paradigm Shift