The company is a global Information Technology firm headquartered in Mumbai. Differentiating itself from other IT service providers through a comprehensive set of IP based software solutions, it addresses requirements of industry verticals such as Banking, Insurance, Capital Markets, Asset & Wealth Management. The company has also invested in developing product based solutions for Manufacturing, Retail, Distribution, Telecom and Healthcare industries.
The company has a very strong customer base in geographies like South Asia, Middle East and Africa, Asia Pacific and North America. Its offerings portfolio focuses on value added services such as Business Intelligence & Analytics, Infrastructure Management, Testing & Compliance, Application Development & Maintenance, Consulting and its BPO offerings.
The company has a complex mix of projects and products, catering to global clients in Financial Services, Banking, Insurance, Treasury, Insurance, Manufacturing and Distribution. Multiple delivery teams in an on-site and off-shore model – across multiple geographies.
Add to this, their clients are marquee names and the engagements undertaken are enterprise-wide with far reaching impact to themselves and the markets they serve. Hence stringent expectations, customization needs, tough contracts and timelines are the norm.
- A strong need to bring sales, product development and execution teams onto a common orientation in order to improve business performance.
- The company was facing a lot of trouble in managing the spectrum of projects with consistency and were facing profitability challenges despite good contract values
- Managing scope commitments was proving to be a big challenge due to lack of synchronization and processes between site and offshore teams.
- Lack of strong product management was leading to serious concerns on version control, new rollouts and product maintenance.
- Leakages in scope, time and budgets
- No visibility of “right” status and frequent escalations
- Absence of common priorities leading to key resource challenges which in turn led to delays in deliveries
- On-time delivery was a huge challenge – which led to penalties, delayed receivables, scope creep and credibility loss
- Strengthening the product management function and a systematic effort in bringing multiple product versions to manageable levels brought significant benefits for the development center operations.
- Setting up of a strong Project Management office (PMO) function provided strong time and effort controls across projects leading to improved on-time completions and closures.
- Significant contractual and financial benefits accrued due to early warnings where delivery teams was able to take an early call to escalate to clients, move resources and avoid delays.
- Synchronization of the sales, development and execution teams onto a common understanding and goal orientation led to increased operational efficiencies.
- Initial resistance from team gave way to team work
- Management was able to work to a common “projects” language across the environments
- The Way of Working was made the “main” way across the organization
- An organization wide initiative was launched to imbibe the methodology and build internal capability to manage