Upload
argha-ray
View
759
Download
0
Embed Size (px)
DESCRIPTION
Tata Consultancy Services - The Assembly Line of People
Citation preview
Organizational Design Assignment
Argha Ray16NMP15
ContentsOrganizational Design of TATA Consultancy Services Limited:...................................................3
Industry Solution Units:...................................................................................................................3
Major Markets:................................................................................................................................4
New Growth Markets:.....................................................................................................................4
Strategic Initiatives:.........................................................................................................................4
Corporate Functions:.......................................................................................................................4
Product Structure:............................................................................................................................5
IT Solutions and Services:...............................................................................................................6
Assurance Service Practice:.............................................................................................................6
Business Intelligence & Performance Management (BIPM) Practice:...........................................6
Global Consulting Services:............................................................................................................7
The Reuse Program:........................................................................................................................7
IT Infrastructure Services:...............................................................................................................7
Engineering and Industrial Services (EIS):.....................................................................................7
Conclusion:......................................................................................................................................7
Page 2
Organizational Design of TATA Consultancy Services Limited: Tata Consultancy Services Limited is an IT and IT enabled Services Outsourcing organization encompassing IT Business Consulting and Software Application Development and Services delivered worldwide through its benchmark Global Network Delivery Model (GNDM) that ensures a level of certainty to its client network. It is a part of India’s largest business agglomerate, the TATA Group, and has over 2.5 lakh employees and operations spread across more than 40 countries around the globe.
The organizational model of TCS is a hybrid between Global Product Structure and the Matrix Structure. Operationally it is predominantly a Product Driven Model divided into Industry Solutions Units which also has reporting structure based upon Geographies. The design is modular to enhance client experience. The structure is illustrated in the below diagram.
Source: TCS Knowledge Repository
Industry Solution Units:
TCS is aligned into 12 key Industry Solutions Unit which are agile structures modeled on industry verticals and headed by autonomous ISU heads to ensure customer focus based upon the philosophy of specialization and nearness to customer. The ISUs are listed below.
Page 3
Energy Resources and Utilities Insurance Banking and Financial Services Retail and Consumer goods High Technology Telecom Media and Information Services Government Life Sciences and Health Care Manufacturing Travel, Transportation and Hospitality GE
Major Markets:
The Major Markets represent bulk of TCS’s revenue stream and is part of its geographical alignment concentrated on North America, Western Europe, the UK and Ireland. These areas are a source of large Accounts for TCS where its leverages its diverse product offerings and multiyear relationships.
New Growth Markets:
TCS is also according greater focus to the Asia Pacific region and the emerging new growth markets of India, Latin America, Eastern Europe, Middle-East and Africa as part of its diversification strategy due global economic uncertainties plaguing its traditional source of revenues from the more established markets.
Strategic Initiatives:
TCS has several Strategic initiatives targeted at development of future growth areas which also serves its current portfolio.
• TCS Financial Solutions: B@NCS is a banking product which covers a wide range of financial products and services and is marketed actively across large and medium financial institutions.
• Platform based BPO: Platform BPO is a voice and non-voice business process outsourcing technology platform targeted at streamlining backend processing of large multinationals.
• Small and Medium Business: ION is a software platform targeted towards transformation of Small and Medium Businesses.
Corporate Functions:
Shared Services groups provide organization wide services to streamline product offerings to leverage synergies both in terms of technology and corporate functions.
Page 4
• Process Excellence Group (PEG): Responsible for streamlining processes and best practices and disseminating them across various units for a unique and consistent customer experience. This includes Knowledge Management, Integrated Quality Management System, Business Excellence and Security.
• Technology Excellence Group (TEG): Responsible for streamlining complex technology products and tools and defining applicability across the organizations. These include technology architecture excellence, technology application design and delivery and technology performance excellence. The group is also responsible for technology tracking, internalization, competency building, and asset creation.
• Administration Group: Responsible for planning and provisioning technology and operational infrastructure for TCS and technology infrastructure support.
• Resource Management Group: Responsible for the availability and deployment of resources for all operating units.
• Delivery Excellence Group (DEG): The Delivery Excellence Group assures TCS clients certainty of experience in product delivery and standardization across operating units. The core functions include as below.
• Adoption of best-in-class processes, tools and competencies• Driving collaboration and synergy• Promoting reuse• Effective governance• Continuous improvement
Product Structure: TCS provides a wide range of products and services across the IT value chain and each such function is leveraged at ISU level. These are horizontal structures which cater to ISU requirements on need basis.
• Application Development and Maintenance • Engineering and Industrial Services • Enterprise Solutions • Technology Solutions • Business Intelligence • Global Consulting Services • Package Implementation • IT Infrastructure Services • Systems Integration • Assurance Services • Asset Based Services • Business Process Outsourcing
The broad level diagram is illustrated below with brief descriptions on a few strategic units.
Page 5
Source: TCS Knowledge Repository
IT Solutions and Services:
This offering includes Application Development and Maintenance, Technology Solutions, Migration and Re-engineering, Performance Management, Package Implementation, Systems Integration, Enterprise Solutions, Business Intelligence and Assurance (Testing) Services. TCS’ SOLAR framework is a Service Oriented Architecture framework which enables the convergence of Enterprise Integration, Business Intelligence and Content Management Initiatives for its clients.
Assurance Service Practice:
This is the Software Testing Services which is independent from delivery and has separate reporting structure to ensure quality deliverables.
Business Intelligence & Performance Management (BIPM) Practice:
The Business Intelligence & Performance Management (BIPM) practice in TCS is focused on providing industry-specific solutions across applications, processes and analytics. Key offerings from the BIPM Practice include:
• SOLAR• BIDS• SIGMARG• Knowledge Management Methodology
Page 6
Global Consulting Services:
Global Consulting is the Business and IT consulting services which are targeted at business transformation of client businesses and adoption of IT frameworks for optimal efficiency. Business consulting services help clients envision innovative solutions for complex client organizations. IT consulting services ensure that the client's IT strategy is closely aligned with their business transformation imperative.
The Reuse Program:
The Reuse Platform is based on the TCS Knowledge Repository with advocates reuse ensuring scalability, saving of man hours and at the same time ensures organization wide consistency. Following are the key focus areas for the Reuse program.
• Improved quality control and ownership of assets in the platform • Connect with multiple repositories • New Demand capture mechanism • Benefit measurement • Branding, positioning and promoting success stories • Driving Platform administration and adoption • Ensuring community engagement and quality assurance• Developing TCS wide competency in all aspects of Reuse
IT Infrastructure Services:
IT Infrastructure Services (IT IS) offering has enabled TCS to establish itself as an end-to-end IT service provider. It is a strategic horizontal business unit of TCS and was formed with the view to provide a focal point for supporting and providing Infrastructure Services to customers.
Engineering and Industrial Services (EIS):
The Engineering Services Practice is targeted at the Manufacturing and allied verticals and offers solutions in Geo Spatial Technologies, Plant Design Engineering, Plant Automation Services and Product Engineering.
Conclusion:
Though TCS has set up a nimble organizational design that caters to the dynamic external environment with adequate boundary spanning, as part of the organization for the last seven years I feel that it is overtly bureaucratic in its structure without much scope of creative pursuits at the lower levels. For an organization which is now unmanageable at more than 2.5 lakh employees the policies and procedures laid down are often flouted by mid-level managers at their convenience. Redressal is often lost in the quagmire of several levels of hierarchy. Mechanisms that are in place for employee concern, though well designed are generally silent spectators and follow a top-down approach based on relationships
Page 7
remaining dependent at the choice of the implementer who is often the trespasser and not on natural justice. But the juggernaut rolls on as the work is often low end technical work and the company focuses on volumes and not quality.
Indian Management essence in the TCS context (Question 2):
I had been a part of TCS for over seven years and have worked across different locations and units to have a reasonable understanding of the Management Values and Practices followed at least at the project unit level.
The Management style is completely human centric and relation based. Though clearly defined rules and processes are laid for each and every activity, seldom are they followed during actual work and only cosmetically applied during periods of audit and compliance surveys. In that sense the work culture is mostly flexible but remains contingent on mid-level managers’ way of functioning. Generally Project Managers and Group Leaders are personnel who have risen up the ranks without formal management training by virtue of time spent in the organization. Relationships play an important role in such promotions and competence of the person is not a necessary criterion. These people are basically assigned man management roles and are very rarely able to provide guidance on functional of technical aspects. However, separate horizontal, technical and functional, units provide the necessary inputs for projects teams.
Work culture is generally on ad-hoc basis with work pressure increasing exponentially during times of deadlines due to lack of planning. Every large delivery is marred by crisis at the end where the situations are retrieved based on the performance of a few high performing individuals who burn their mid-night oil when all laid down rules and procedures are ensconced to the trash. Crisis is an interesting period during each project delivery. Managers who let high performing individuals take control, even with those whom they don’t share a particularly good relationship, are able to sail through but for managers who exercises political power in such situations fail miserably often resulting in loss of huge revenues. Curtains however never come down on failed managers who are accommodated in some other divisions as a face saver.
The question of rewards and recognition is also at the sole discretion of the Managers who often overlook competence in favor of flattery. Nevertheless, there are competent managers, but such aberrations are few and far apart. Since the focus of the organization has gradually shifted from high end technical work to routine low end technical; work creative leverage has been replaced by an assembly line of people, whose time spent on the cubicle is all that matters.
(Views expressed are personal and based on experience)
References:
TCS Knowmax Knowledge Repository
Page 8