Page 1, April 22, 2023Jayakanth Srinivasan
Studying Customer-Supplier Relationships Studying Customer-Supplier Relationships in Global Software Developmentin Global Software Development
Jayakanth ‘JK’ Srinivasan1,2
Committee: Kristina Lundqvist1,2, Christer Norstrom1
Mälardalen University1
Massachusetts Institute of Technology2
OverviewOverview
Overarching Context for the Study
Research Approach and Methods
Tales from the Field
Page 2, April 22, 2023Jayakanth Srinivasan
Lean Software OrganizationsLean Software Organizations
Here is Edward Bear, coming downstairs now, bump, bump, bump, on the back of his head, behind Christopher Robin. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it. - Winnie-the-Pooh, A.A. Milne, 1926
How do we create a software organization that can create new products and services while at the same time sustaining existing products and services?
The birth of an Idea - 2005The birth of an Idea - 2005
Page 4, April 22, 2023Jayakanth Srinivasan
“If you write code to demo something, it is not really software”
“Often, we have demoed code, and had the customer want to incorporateit into the product, however, when they are informed of the cost ofengineering the software, i.e., make it robust for operation conditions,they go – isn’t what you just showed us software? And the product goes into the next contract or project bid”
“Essentially, the demo code gets legs and has to be engineered into a product”
“When we write software to demo something, it is a wadded ball of graduate student duct tape. From the perspective of software engineering, it is a mess, but from an innovation standpoint it is beautiful”
Research PhilosophyResearch Philosophy
Engaged Scholarship as a paradigm has not been applied to studying the problem, but it is the most applicable
Page 5, April 22, 2023Jayakanth Srinivasan / Kristina Lundqvist
TheorySolution
Model
Reality
Problem
Formulat
ion
Theory Building
Resea
rch D
esign
Problem SolvingProblem FormulationSituate, ground, diagnose & infer the problem up close and from afar
Involve those who experience& know the problem
Theory BuildingCreate, elaborate & justify a theoryby abduction, deduction & induction
Involve knowledge experts in relevant disciplines & functions
Research DesignDevelop variance or processmodel to study theory
Involve methods experts & peopleproviding access & information
Problem SolvingCommunicate, interpret & negotiatefindings with intended audience.
Involve intended audienceto interpret meanings & uses
Iterate& Fit
Source: Andrew H. Van de Ven, Engaged Scholarship, OUP, 2007
Selection of Case DesignSelection of Case Design
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Context
Case
Context
Case
EmbeddedUnit of
Analysis 1
EmbeddedUnit of
Analysis 2
Context
Case
Context
Case
Context
Case
Context
Case
Context
Case
Context
Case
Context
Case
Context
Case
U1 U2
U1 U2
U1 U2
U1 U2
Embedded(multiple units of analysis)
Holistic(single unitof analysis)
Single-case Designs Multiple-case Designs
Source: Robert K.Yin, Case Study Research, Sage, 2003
3 Sources of Enterprise Agility3 Sources of Enterprise Agility
Improve transition between R&D and Development
Adopt Agile Processes
Leverage Global Competence
Page 7, April 22, 2023Jayakanth Srinivasan
Research ApproachResearch Approach
Senior Leadership support fundamental to establishing the
‘open kimono relationship’
Discussions led to the third source of enterprise agility
Leverage Global Competence
Page 8, April 22, 2023Jayakanth Srinivasan
Introducing the ActorsIntroducing the Actors
Page 9, April 22, 2023Jayakanth Srinivasan
EuroTel
Applications Business Unit
Platforms Business Unit
R&D
Customers
IndiaCo
Telecom Business Unit
EuroTel’s Internal ChallengesEuroTel’s Internal Challenges ‘Right now, we are struggling as an organization to determine
whether or not PBU should exist. From a corporate standpoint, we feel that our competitive advantage lies in being a systems integrator, and not in the development of the core technology. Either we turn this business unit around or it is going to be split up and merged with ABU’ – Senior PBU Leader
‘We initially agreed to deliver the platform to ABU in July. Even though the requirements have changed dramatically, my team has been working round the clock to deliver the system on schedule. I just got a call from the project manager from ABU, telling me that they want the system delivered two months earlier – there is just no way, that we can deliver a quality product’ – PBU Project Manager
Page 10, April 22, 2023Jayakanth Srinivasan
Key QuestionsKey Questions
How has the relationship between EuroTel and IndiaCo evolved over the last seven years?
How is the organization turbulence within EuroTel reflected in its relationship with IndiaCo?
What are the factors that make IndiaCo successful?
Page 11, April 22, 2023Jayakanth Srinivasan
EuroTel-IndiaCo Relationship - BirthEuroTel-IndiaCo Relationship - Birth
Initiated as a cost-cutting measure, but are now trying to evolve it into a true partnership
‘A lot of managers now would rather not take a decision, and wait for instructions from higher levels – this is killing the innovation that was the core of the company. Yes, they are able to execute effectively when given orders, but they are not creating new value’ – Senior PBU Leader
Page 12, April 22, 2023Jayakanth Srinivasan
EuroTel-IndiaCo Relationship - GrowthEuroTel-IndiaCo Relationship - Growth
Battling Skepticisim and Delivery on Quality
‘We show the customers all the metrics they want to see, but most of them are only interested in the current state progress.’ - TBU Project Manager
‘We have better documentation on the product than PBU does. More importantly, our understanding of the product allows us to identify existing bugs in the system as well as product enhancements’ – TBU Project Manager
Page 13, April 22, 2023Jayakanth Srinivasan
EuroTel-IndiaCo Relationship - MaturityEuroTel-IndiaCo Relationship - Maturity
‘We want to see more innovation coming out of TBU. In addition to meeting and exceeding our standards, we want to see TBU challenge us through open and honest communications – give us the naked truth’
Page 14, April 22, 2023Jayakanth Srinivasan
The Top 5!1. communication 2. win-win, trust, cooperation3. metrics and goals 4. shared product ownership 5. competencies and innovation management
Capturing the Perception-Reality GapCapturing the Perception-Reality Gap
Page 15, April 22, 2023
requirements generation process is timely and there are few changes
we communicate long term plans
Revisiting the Methods DebateRevisiting the Methods Debate
The approach we adopted was inherently mixed Used Engaged Scholarship as the overarching guiding
philosophy
Case Studies and Interviews for research design and data collection
Grounded theory and case analysis for data analysis
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Tensions and Lessons Learned (1)Tensions and Lessons Learned (1) Get the senior leadership engaged to facilitate access
Bring something to the table I gave talks Provided draft case write ups
The fine line between consulting and research Grad students use your advisor as a shield
Revisit the data The first pass is both the best and the worst
Page 17, April 22, 2023Jayakanth Srinivasan
Tensions and Lessons Learned (2)Tensions and Lessons Learned (2) Validate in the field
Set up a session at the end of the day with your champion to talk about what you learnt
Walk around and observe people – coffee conversations provide valuable insights into organization dynamics
Ask questions You are there to learn Follow up on feedback!
It’s hard, but its fun! – ALWAYS Thank your Sponsors!
Page 18, April 22, 2023Jayakanth Srinivasan
Questions?Questions?
ContactJayakanth ‘JK’ Srinivasan
[email protected] or [email protected]
+46 (0)21 495 00 65 or +1-617-253-0672
Kristina Lundqvist
+46 (0)21 10 14 28
Page 19, April 22, 2023Jayakanth Srinivasan
Backup SlidesBackup Slides
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EuroTel Internal ChallengesEuroTel Internal Challenges
Risk Averse Culture 2001 Home Market Recession Managers went into ‘save my job mode’
Two Contrasting Views
Page 21, April 22, 2023Jayakanth Srinivasan
‘In our company, you could always start something new, if you had the drive and could make the case for why your idea was important, management supported it. Now, we still have people that have the ideas and the drive, but do not necessarily have the support’
‘A lot of managers now would rather not take a decision, and wait for instructions from higher levels – this is killing the innovation that was the core of the company. Yes, they are able to execute effectively when given orders, but they are not creating new value’
Page 22, April 22, 2023Jayakanth Srinivasan