Od Interventions Case Study

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Index
1. Statement of Confidentiality
2. Synopsis
3. Introduction: TCS -An Organizational Perspective
The Pre-OD Scenario: Our Strengths and Areas of Concern
Alignment and Structure at TCS
Scenario Building Workshops
Goal Alignment & Balanced Scorecard
PROPEL – The Intervention: Culture Building at TCS
4. The case of a large relationship at TCS:
Team Alignment through PROPEL framework & Spiral Dynamics
Value Cards at the Large Relationship
Improvements through Measurements/ Initiatives: Excellence at the large relationship (AEP)
Darpan - Reflect and Improve
5. Conclusion: TCS -The Paradigm Shift
Post OD scenario

Synopsis

In organizations worldwide today, there is a greater realization of the importance of Organizational Developmental (OD) interventions in facilitating the rapid changes brought about in the current competitive environment. Organizations today struggle to balance the tensions between Voice of Customer, Voice of Technology, Voice of Strategy and Voice of Employee in the context of a globalized and dynamic market, which makes competitive advantage and sustainability the key mantras of corporate survival and success. Organization Development has been defined as a process by which behavioral science knowledge and practices are used to help organizations to achieve greater effectiveness, including improved quality of life, increased productivity, and improved product and service quality. Its focus is on improving the organization's ability to assess and to solve its own problems & to move the organization to a higher level of functioning by improving the performance and satisfaction of organization members. At Tata Consultancy Services Limited, (TCSL), too OD interventions have been instrumental in facilitating change management and bringing about competitive advantage. OD has contributed to redefining the organization’s relationship to its environment, its markets and key stakeholders. This paper briefly explores an overview of OD interventions at organizational level, and focuses in particular on the case of a large relationship within the organization wherein OD has brought about a paradigm shift especially in the cultural perspective. The structural alignment and commensurate cultural changes thereof have been facilitated in a deliberate manner to improve the total system – the relationship and its parts in the context of the larger market environment.

Introduction: TCS -An Organizational Perspective

The Pre-OD Scenario: Our Strengths and Areas of Concern

In the years 1998-99, TCS had grown into the largest Indian software company with revenues of over Rs. 1600 crores and racing towards achieving its vision of being global top ten. As pioneers in the industry, TCS’s strengths included on time delivery, premier position in the industry in terms of revenues, focus on training programs, quality initiatives, use of good technical tools and procedures and encouragement of individual excellence in performance.However, TCS was also, at that point in time, grappling with a few areas of concern with regard to its operational paradigm.

Mounting revenue pressures: The pressure to retain its strong premier position led the organization to tend towards short-term revenues, and relatively lesser efforts were being put into medium and long-term markets and activities (such as products and building up knowledge). Though TCS built relationships with individual customers, Relationship Managers investment on aligning to long-term objectives of customers. The approach, by and large, was of reactive project management and we were yet to espouse the approach of architecting proactive solutions for the customer.

Selectivity in projects: There was a tangible tension at TCS, between generating revenues and organizing strategically, on basis of technology and business areas, impacting selectivity in projects accepted. Pressures from customers on schedules was resulting in...
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