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PGeMBA HR 2010-12
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Process InterventionsOrganizational Development
David D'Penha 10033Garima Kilkarni 10047Nidhi Jinesh Shah 10095Nidhi Gupta 10097Payoja Manglani 10108Snehal Shimpi 10157
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TABLE OF CONTENTS
TABLE OF CONTENTS 1
INTRODUCTION 2
DABBAWALLAS CASE 4
INDIAN RAILWAYS CASE 9
IBM CREDIT CASE 15
TCS CASE 20
AADHAAR CASE 28
BIBLIOGRAPHY 33
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INTRODUCTION
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.
Process interventions aim at helping the work group to become more aware of its own processes,
including the way it operates, and using this knowledge to solve its own problem.
The creation of a relationship with the client that permits the client to perceive, understand and
act on the process events that occur in the clients internal and external environment in order to
improve the situation as defined by the client
Process Interventions focus on improving the performance of organizations primarily by
modifying:
Operations
Procedures
Technologies
Structures and
Roles & Positions
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The following are examples of activities that focus on improving the performance of
organizations primarily by modifying structures, technologies, operations, procedures and
roles/positions in the organization. Although the types of interventions selected for a project
depend on a variety of considerations and the interventions in a project often are highly
integrated with each other, the following process interventions might be particularly helpful inthe following kinds of situations: rapid growth but few internal systems to sustain that growth,
much confusion about roles, a new major technology or process has been introduced, many
complaints from customers, etc. These interventions might also be useful in new organizations
where internal operational systems must be developed and implemented.
Balanced Scorecard
Business Process Re-Engineering
Downsizing and Outplacing
ISO9000
Management by Objectives
Organizing Staff
Organizing Tasks, Jobs and Roles
Six Sigma
Total Quality Management
Six Overlooked Keys to Organizational Alignment
Strategy First ... Then Structure
They stress both human fulfillment and productivity; and expect that appropriate work designs
and organization structures result in effective organizations. They are concerned with
restructuring organizations through Structural Design, Downsizing, and Reengineering.
http://managementhelp.org/organizationalperformance/balanced-scorecard.htmhttp://managementhelp.org/organizationalperformance/reengineering.htmhttp://managementhelp.org/staffing/downsizing.htmhttp://managementhelp.org/quality/iso9000.htmhttp://managementhelp.org/organizationalperformance/managementbyobjectives.htmhttp://managementhelp.org/staffing/organizing-staff.htmhttp://managementhelp.org/organizing/index.htm#anchor1190269http://managementhelp.org/quality/six-sigma.htmhttp://managementhelp.org/quality/total-quality-management.htmhttp://www.wsa-intl.com/498-six-overlooked-keys-to-organizational-alignment/http://managementhelp.org/blogs/strategic-planning/2011/01/23/194/http://managementhelp.org/blogs/strategic-planning/2011/01/23/194/http://www.wsa-intl.com/498-six-overlooked-keys-to-organizational-alignment/http://managementhelp.org/quality/total-quality-management.htmhttp://managementhelp.org/quality/six-sigma.htmhttp://managementhelp.org/organizing/index.htm#anchor1190269http://managementhelp.org/staffing/organizing-staff.htmhttp://managementhelp.org/organizationalperformance/managementbyobjectives.htmhttp://managementhelp.org/quality/iso9000.htmhttp://managementhelp.org/staffing/downsizing.htmhttp://managementhelp.org/organizationalperformance/reengineering.htmhttp://managementhelp.org/organizationalperformance/balanced-scorecard.htm8/3/2019 GROUP 4 - Process Intervention in OD
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DABBAWALLAS CASE
Dabbawalla, is a person in Mumbai (Bombay), India, whose job is carrying and delivering freshly made
food from home in lunch boxes to office workers. The word "Dabbawala" is literally translated as "one
who carries a box"; "Dabba" means a box (usually an cylindrical aluminium container), while "wala" is a
term of reference to the preceding word (literally translated, the closest meaning would be "tiffin-man").
Though the profession seems to be simple, it is actually a highly specialized trade that is over a century
old and has become integral to Mumbai's culture. The dabbawala originated when India was under British
rule: many British people who came to the colony didn't like the local food, so a service was set up to
bring lunch to these people in their workplace straight from their home. Nowadays, Indian business men
are the main customers for the dabbawalas, and the services provided are cooking as well as delivery.
Mumbai is a densely populated city with a huge flow of traffic. Because of this, lengthy commutes to
workplaces are common, with many workers traveling by train. Instead of going home for lunch or paying
for a meal in a caf, many office workers have a cooked meal sent by a caterer who delivers it to them as
well, essentially cooking and delivering the meal in lunch boxes and then having the lunch boxes
collected and re-sent the next day. This is usually done for a monthly fee. The meal is cooked in the
morning and sent in lunch boxes carried by dabbawalas, who have a complex association and hierarchy
across the city. A collecting dabbawala, usually on bicycle, collects dabbas from homes or, more often,
from the dabba makers (who actually cook the food). The dabbas have some sort of distingushing mark on
them, such as a color or symbol (most dabbawalas are illiterate).
The dabbawala then takes them to a designated sorting place, where he and other collecting dabbawalas
sort (and sometimes bundle) the lunch boxes into groups. The grouped boxes are put in the coaches of
trains, with markings to identify the destination of the box (usually there is a designated car for the
boxes). The markings include the rail station to unload the boxes and the building address where the box
has to be delivered. At each station, boxes are handed over to a local dabbawala, who delivers them. The
empty boxes, after lunch, are again collected and sent back to the respective houses.
Everyone who works within this system is treated as an equal. Regardless of what function a dabbawala,
everyone gets paid about 4,000 rupees (which equals around 50 British pounds), not a lot of money when
one considers that they also return the lunch's packaging to the home.
More than 175,000200,000 lunches get moved every day by an estimated 4,5005,000 dabbawalas, all
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with an extremely small nominal fee and with utmost punctuality. According to a recent survey, there is
only one mistake in every 6,000 deliveries. In fact, the American business magazine Forbes gave a Six
Sigma performance rating for the precision of dabbawalas. This rating indicates a 99.999999 accuracy
percentage of correctness, meaning one error in every six million transactionsan astonishing (and
perhaps unbelievable) degree of exactness.
The service is uninterrupted even on the days of extreme weather, such as Mumbai's characteristic
monsoons. The local dabbawalas at the receiving and the sending ends are known to the customers
personally, so that there is no question of lack of trust. Also, they are well accustomed to the local areas
they cater to, which allows them to access any destination with ease. Occasionally, people communicate
between home and work by putting messages on chits inside the boxes. Of course, this was before the
telecommunications revolution.
The main reason for their popularity could be the Indian people's aversion to fast food joints and love of
home made food. Some of them have delivered lectures in top B-schools of India. The BBC has produced
a documentary on Dabbawalas, and Prince Charles, during his visit to India, made a point to visit them (he
had to fit in with their schedule, since their timing was too precise to permit any flexibility). Dabbawalas
have been practising this art for more than a century.
Tiffin is an old-fashioned English word for a light lunch, and sometimes for the box it is carried in.
Dabbawalas are sometimes called tiffin-wallas.
In Hong Kong, from the time of the mass influx of people from China during 1945 - 1950s, until people
got richer in the 1970s, the same tradition of tiffin carriers existed as in Mumbai. Typically tiffin boxes
were coloured with flowers and other devices for the factory workers lunch.
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Practical Implementation:
7.00am
After being given an address, Simon collects a Dabba to transport across Mumbai. This Dabba contains a
typical Indian lunch - curry, vegetables, and a type of bread called Roti.
8.00am
The Dabbawallahs often carry the Dabbas on their heads, Simon gives it a go with the one he's been
charged with! He walks to the Dabbawallahs' meeting point, for the start of the Dabba's journey.
9.00am
This is how it's usually done! It's estimated that a Dabbawallah carries around 40 Dabbas on his head at
one time. That's like carrying 40 packed-lunch boxes full of food, on your head!
10.00am
Simon helps the Dabbawallahs lift a crate of Dabbas on to a train. He realises just how heavy it is and
can't imagine how the Dabbawallahs can balance it on their heads.
11.00am
After a really cramped train journey, the Dabbawallahs shift their loads on to a cart. Each cart holds
around 200 Dabbas. These carts are then pushed across the city ready for Dabba delivery!
12.30pm
Mumbai is well known for being a manic city, vehicles whizz round the city's streets, tooting horns, and
coming very close to the Dabbawallah's cart. Simon finds it quite a hair-raising experience.
1.00pm
After what seems like a decade of pushing a loaded cart through the hot streets of Mumbai, Simon reaches
his destination and hands over the Dabba he's been looking after.
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2.00pm
The food is gobbled up by the Dabba's recipient, while Simon grabs a quick tea-break outside in the now,
blistering heat. Once the food is finsihed, the Dabba is handed back to Simon...
2.45pm
Simon must now return the Dabba to where he picked it up this morning. He must repeat the process in
reverse, there are no shortcuts for a Dabbawallah, or for Blue Peter presenter in training.
Learnings from dabbawalas case:
Time management
Customer Relationship management
Customer satisfaction
Cost effectiveness
Multilevel coding.
The most interesting fact is that these people do not use any modern technology, yet they have
never failed to deliver the lunch boxes on time - irrespective of weather, riots, floods, etc. with
an error coefficient of one in 16,000,000 boxes. This is more thanSix Sigma- a quality that most
businesses strive to achieve.
A study conducted by Six Sigma concludes that excellent efficiency and reliability is achieved by
the Dabbawalas through competitive collaboration with team members and efficient management
of logistics.
http://www.brighthub.com/office/entrepreneurs/articles/45578.aspxhttp://www.brighthub.com/office/entrepreneurs/articles/45578.aspxhttp://www.brighthub.com/office/entrepreneurs/articles/45578.aspxhttp://www.brighthub.com/office/entrepreneurs/articles/45578.aspx8/3/2019 GROUP 4 - Process Intervention in OD
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Management of Dabbawalas does not Rely on Six Sigma Study Material
As mentioned earlier, above 85 percent of Dabbawalas' team did not even study the O level, let alone the
Six Sigma study material. They function on strict management principles. Their (basic) practices are listed
here:
Their main beliefs are: work is worship, customer is God, time is money, and unity is power.
They must wear their uniform, must report on time, must respect customers and always carry
identification cards.
Decisions are made instantly without meetings and conventions.
This case offers various lessons on controlling complex processes efficiently with a small error rate. Even
in this technology driven world, the Dabbawalas are rendering an excellent service with the help of a
brilliant supply chain.
Having gone through the case study, you must have been convinced that it is dedication and instant
decision making skills that are required to achieve Six Sigma. You do not really need any Six Sigma study
material to achieve the level!
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INDIAN RAILWAYS CASE
Turnaround of Indian Railways:
A Critical Appraisal of Strategies and Processes
Indian Railways (IR), which was declared to be heading towards bankruptcy as per the Expert
Group on Indian Railways in 2001, is today the second largest profit making Public Sector
Undertaking after ONGC. The fund balance crossed Rs.12,000 crores in 2005-06, which had
reached a low of just Rs.149 crores in 1990-2000. The total investment being planning for the
eight-year time frame (2007-2015) is tentatively in the order of Rs.350,000 crores. This
confidence is not only due to the rising trend of performance, but also due to the significant
growth in the past two years. These two years coincided with Mr. Lalu Prasad being at the helm
of affairs of the IR, having moved into his position on 23
rd
May, 2004. Railway officials called
this as the turnaround of IR.
The Minister for Railways (MR), Mr. Lalu Prasad, the Chairman and Members of the Railway
Board (RB) were reviewing investments for the XI Five Year Plan in mid July 2006. The focus
areas that had been put forth in the XI Plan Approach Paper were [Planning Commission, 2006]:
1. Capacity augmentation, especially Delhi-Mumbai and Delhi-Howrah dedicated freight
corridors
2. Establishment of logistic parks and terminals
3. Rationalization of freight structures
4. Increased use of IT enabled services
5. World class quality passenger amenities
6. Public-private partnerships for building and operation of rail infrastructure
7. Design of high capacity wagons
8. Restructuring of IR to focus on core activities
9. Establishing a Rail Tariff Regulatory Authority
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The total investment being planned for the eight year time frame (2007-2015) was tentatively in
the order of Rs 350,000 crores. This was a significant increase from the planned Rs 60,000 crores
(actual expected to cross Rs 80,000 crores) in the X Plan period of 2002-07.
Turnaround Diagnostics
The next question would be the determinants of the 'turnaround'.
The increase in total earnings of Rs 7121 crores could be attributed to (i) goods earnings of Rs
5509 crores (17.9% increase on a base of Rs 30,778 crores), (ii) passenger earnings of Rs 1013
crores (7.2% increase on a base of Rs 14,113 crores) and (iii) others earnings including parcel,
catering, advertising etc of Rs 599 crores (24.2% increase on a base of Rs 2479 crores) in 2005-06, out of the total earnings, goods constituted 67%, passenger constituted 28% and others 6%.
Goods Earnings
The increase in goods earnings for 2005-06 over 2004-05 was Rs 5509 crores, including
miscellaneous earnings due to warfare and demurrage. Excluding the miscellaneous, the increase
was Rs 5482 crores. Exhibit 5 provides an analysis of the commodities through which theincreased goods earnings were obtained. Coal (Rs 1365 crores), other goods including raw
material (iron ore, limestone and dolomite) for other than major steel plants, and other stones,
sugar, salt, non bulk goods and containers (Rs 1121 crores), iron ore for exports (Rs 733 crores),
cement (Rs 550 crores), raw material for steel plants (Rs 475 crores), fertilizers (Rs. 449 crores)
and pig iron and finished steel (Rs 373 crores) accounted for 92% of the increase in earnings, in
that order.
The increase in earnings from coal and other goods were largely due to the increased loadings.The increase in earnings from iron ore for exports was both due to increase in loading and
increase in rates by change of classification. The increase in earnings from cement was due to
increase in loading. The increase in earnings from raw material for steel plants was due to the
increased loading and increase in rates by change of classification. The increase in earnings from
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fertilizers was due to the increased loading and higher lead. The increase in earnings from pig
iron and finished steel was primarily due to higher lead. Exhibit 6 gives the change in freight
classification and rates since 2000-01.
It was important to note that while the public stance had been that there was no tariff increase,
iron ore had been subject to tariff increases by revision of classification. A significant share of
increase in earnings from iron ore for exports and raw material for steel plants would be
attributable to this. Taking the case of iron ore for exports, a maximum of Rs 277 crores (current
yield multiplied by the increase in traffic) out of the increase of Rs 733 crores was attributable to
the increase in loading. The balance would be attributable to the tariff increase since there was no
change in lead. Also, some of the extra income was attributable to (i) busy route surcharges, (ii)
busy season surcharges and (iii) priority allotment of rakes for willingness to pay at two classes
higher.
A comparison of the loading figures between 2005-06 and 2004-05 shows that increased loadings
have been achieved in coal, other goods, raw material for steel plants, and iron ore for exports.
The percentage increase with respect to 2004-05 was most significant for other goods (25%)
followed by raw material for steel plants (19%), cement (14%), and iron ore for exports (13%).
The increase in coal was 8%. The increased axle load would account for a maximum of 14%.
The rest would be due to increased rake availability as a consequence of (i) improvements in
wagon turnaround, especially in iron ore circuits due to the efforts towards 24 hour loading in
sidings in SER and SWR, and reduced train examination and (ii) use of covered wagon rakes
which would otherwise have gone empty in SWR.
A whole host of schemes have been put in place to attract the freight customer, since July 2005.
These include mini rakes for the small customer, volume discounts for the large customer, lean
season discount scheme, long term freight incentive scheme, loyalty discount scheme, discounts
for providing traffic in the empty direction, incentives at terminals like engine on load and
construction of sidings, wagon investment scheme etc.
An analysis of the above brings out the effect of the initiatives of (i) increased axle load (ii)
reduced wagon turnaround and (iii) market oriented tariffs and schemes.
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Passenger Earnings
The passenger earnings in 2005-06 had gone up by Rs 1013 crores (7.2%) over 2004-05.
Disaggregate data is not yet available to analyze the elements of this increase.
The possible reasons for the earnings in 2005-06 being higher were due to initiatives in running24 coach trains, deploying additional coaches in well patronized trains and even running of
additional trains. These initiatives were made possible by ensuring analysis of demand based on
the passenger reservation system data and requiring the field level officers to respond to it by
additional supply where possible. In the passenger segment, a reduction of one rupee was offered
in the second class ordinary fare, 10% in ACII and 18% in ACI. There had been increase in
charges for cancellation, more trains being made superfast with a reduction in time and thus
imposing a superfast charge, booking tickets from an origin different from the place of
reservation, separation of tickets if a through a journey involved more than one train or a break of
journeythus not offering the telescopic benefits (the last charge has since been withdrawn).
The tatkal scheme, targeted at the last minute passenger was extended first from one day to
three days and then to five days. This offered a window of opportunity to increase earnings
through differential pricing, based on the time of booking.
Emphasis has been laid on what has been called touch and feel initiatives to improve the
service quality for the passenger. Consequent to the above initiatives, the growth in number of
passengers has been 7.5% in 2005-06 over 2004-05 and 7.1% in 2004-05 over 2003-04. The
growth in the earlier three years had ranged between -2.4% to 5.4%.
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Other Earnings
In the earlier years, the growth in this segment had been marginal. this source of revenue had not
received as much focus as in the past two years A slew of initiatives on these areas had been
implemented over the past two years, making it attractive for private parties to take advantage of
the market opportunity that IR could offer.
Parcel:
For the parcel business, even though the leasing concept had been in place earlier, the
implementation had been slow due to poor market response. This was given a thrust over the past
two years. In a correspondence to the GMs in July 2005, the MR urged, T he GMs should ensure
that all tender notices concerning parcel contracts are issued within 15 days and tenders are
finalized within 2 months from the date of receipt of this letter. The zones were empowered to
fix up leases if they could get a bid at 20% more than the previous years earnings.
Catering:
Catering was an essential service to IR passengers, both on the trains (mobile) and at the stations
(static). Outsourcing in catering through the IRCTC was a major initiative, which received
increased attention during the past two years. Like parcel, in the MRs correspondence to GMs, a
sense of urgency was communicated focusing on the need to quickly finalize the catering
contracts within three months of issuing the tender. Open competitive bidding, many times
having to deal with pressures (including court litigation) brought by incumbents, had been a
strategy to unlock the potential of this business activity. The political stature of Mr. Lalu Prasad
and his ability to deal with such pressures had enabled the GMs and IRCTC to move forward.
Even then, at the end of the year, there were pending cases in courts.
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Safety and Security
Railways biggest challenge is to restore intrinsic health of network; provide safe transit to
passengers and freight traffic; also ensure safe working conditions to employees. Railway Safety
Review Committee headed by Justice H.R.Khanna assesses requirement of Rs 15,000 cr for
rehabilitation of overaged assets and to provide adequate technology back-up to operational staff
connected with train running.
Special steps taken to strengthen safety include track circuiting to prevent accidents due to
human failure, improved communication between driver, guard and nearest station through
mobile train radio system and walkie-talkie sets, block-proving by axle counters, replacing
existing mechanical signaling systems with modern signaling systems such as Color Light
Signaling, Panel Interlocking, Solid State Interlocking and Route Relay Interlocking.
For manning large number of unmanned level crossings and constructing road over-
bridges/under-bridges, requiring enormous resources, Railways proposes setting up separate
Safety Fund to be financed through contribution from Central Road Fund.
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IBM CREDIT CASE
IBM Credit Corporation is in the business of financing the computers, software, and services that
the IBM Corporation sells. The IBM Credit's operation comprises of five steps as follows:
(1) When an IBM field sales representative called in with a request for financing, one of the
operators in the central office wrote down the request on a piece of paper.
(2) The request was then dispatched to the credit department where a specialist checked the
potential borrower's creditworthiness, wrote the result on the piece of paper and dispatched to the
next link in the chain, which was the business practices department.
(3) The business practices department was in charge of modifying the standard loan covenant in
response to customer request. The special terms to the request form would be attached to the
request if necessary.
(4) Next, the request went to the price department where a pricer determined the appropriate
interest rate to charge the customer.
(5) Finally, the administration department turned all this information into quote letter that could
be delivered to the field sales representative.
This entire process consumed seven days on an average. From the sales representative's point of
view, this turnaround was too long that the customer could be seduced by another computer
vendor. Furthermore, no-one would tell where the request was and when it could be done.
To improve this process, IBM Credit tried several fixes. They decided, for instance, to install a
control desk, so they could answer the sale representative's question about the status of the
request. That is, instead of forwarding the request to the next step in the chain, each department
would return the request to the control desk where an administrator logged the completion of
each step before sending out the request again. This fix did indeed solve the problem, however, at
the expense of adding more time to the turnaround.
Eventually, two senior managers at IBM Credit took a request and walked themselves through all
five steps. They found that performing the actual work took in total only ninety minutes. Clearly,
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the problem did not lie in the tasks and the people performing them, but in the structure of the
process itself.
In the end, IBM Credit replaced its specialists - the credit checkers, pricers and so on - with
generalists. Now, a generalist processes the entire request from beginning to end. i.e. No
handoffs.
How could one generalist replace four specialists? The old process design was, in fact, found on
a deeply held(but deeply hidden) assumptions: that every bid request was unique and difficult to
process, thereby requiring the intervention of four highly trained specialists. In fact, this
assumption was false; most requests were simple and straightforward: finding a credit rating in a
database, plugging numbers into a standard model, pulling clauses from a file. These tasks fall
well within the capability of a single individual when he or she is supported by an easy-to-use
computer system. IBM Credit therefore developed a new, sophisticated computer to support the
generalists. In most situations, the system provides guidance and data to generalists. In really
tough situations, he or she can get help from a small pool of real specialists who are assigned to
work in the same team.
The new turnaround becomes four hours instead of six days. The company achieved a dramatic
performance breakthrough by making a radical change to the process - i.e. the definition of
reengineering. IBM Credit did not ask, "how do we improve the calculation of a financing quote?
How do we enhance credit checking?" It asked instead, "How do we improve the entire credit
issuance process?" Moreover, in making its radical change, IBM Credit shattered the assumption
that every requests needed specialists to perform.
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Defining the challenges
The preceding example appears simple and attractive. However, the more closely we look at it,
the more questions about the benefits of reengineering arise. The arguments are as follows:
(1) What are the underlying costs for the implementation of the radical change?
People need intensive training for their new skills and their styles - the ways in which they think
and behave - and their attitudes - what they believe is important about their work.
(2) What are the implications of the radical change to the organisation, especially the human
issues?
Organisations are communities of people and cannot treat as machines. People may resist the
change and fear losing their jobs. Inspirations and cultures may therefore destroy during
reengineering. Furthermore, reengineering requires people to take more responsibilities and to
learn and change constantly. These may contradict the majority people who seek for stability for
their lives.
(3) Even company provides intensive training, can people change their styles?
People who are used to think the purpose of their work is to perform the same task over and over
again, may feel uncomfortable to change the new styles that first concern is creating value for the
customer and taking responsibility for the performance of an entire process. They just cannot
work in this way.
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The Enabling Role of Information Technology
Information technology (IT) plays a crucial role in business reengineering and is an essential
enabler. However, most people misuse the technology. They look at the technology through the
lens of their existing tasks. i.e. they only computerise the old existing tasks. Consider the case in
IBM Credit. It might have tried to digitalize the request application and to send it to different
departments by a computer network. Such computerisation would have accelerated the time that
required to move pieces of paper from one department to another, but it also would have
increased the queuing time in each departments. Hence, it would have done nothing to the overall
process. The structure of the old process was still unchanged. In contrast, the company attained
more than 90% improvement through reengineering.
State of the art information technology allows breaking conventional rules/assumptions of
processes. These rules were designed when the processes were created. Therefore, the rules may
be no longer valid nowadays. As the preceding example has been showed, IBM Credit used the
sophisticated computer system to break the assumption that every request has to be examined by
different specialists.
IT should not be involved in redesign process. Redesigning process is like programming. When
solving a problem, we first outline and design the solution at the top level, then implement it by a
suitable language, e.g. C or Prolog. The language itself should never be constrained the design. It
is the same idea that a specific IT should not be constrained the redesign in reengineering. After
the redesign, we then should seek for the best technology to implement it. Similarly, past
investments in IT should not be allowed to constrain the redesign. Reengineering is about to
reinvent processes.IT is just a tool of process intervention.
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Conclusion
The reengineering profoundly changes all aspects of business and people. Part of the organisation
is easy to change by reinventing a way to work. However, the other part, people, is very difficult
to change. In particular, it requires not only jobs and skills change but also people's styles - the
ways in which they think and behave - and their attitudes - what they believe is important about
their work. These are indispensable factors to determine whether reengineering succeeds or not.
Leaders must help people to cope with these changes.
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TCS CASE
TCS -An Organizational Perspective
The Pre-OD Scenario: Strengths and Areas of ConcernIn 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, TCSs strengths included on time delivery, premier position in the industry interms 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 operationalparadigm.
Mounting revenue pressures: The pressure to retain its strong premier position led theorganization 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 largely tendedto focus on obtaining short-term projects there was lesser investment on aligning to long-term
objectives of customers. The approach, by and large, was of reactive project management and wewere yet to espouse the approach of architecting proactive solutions for the customer.
Focus on specialization: There was diffusion of expertise and we were yet to focus on building
strategic expertise in individual centres. Employees were rotated across domains and skills in the
interest of learn ability as well as for meeting requirements. In a sense, there was heightened
focus on Voice of the Customer, in comparison to the Voice of Employee.
Efforts on Experimentation & Innovation: The management at TCS felt that by and large,
employees tended to go straight by the book. Though Dr. De Bonos techniques were introducedand employees trained on these techniques to encourage innovation, there was a need to scale up
on perceived rewards for experimentation.
Rewards and Recognitions: The reward structure at TCS was, at this point in time, primarily
focused on individual performance and we were yet to explore the institutionalization of team
based rewards at the organizational level.
Inter group co-ordination & knowledge sharing: Sharing of knowledge was very centre-oriented, and although, informally, best practices spread by interaction and word of mouth, we
were yet to evolve a formal system which would capture these for ease of replication across
projects.Multiple centres and multiple projects within the same centre ended up resolving the same sort of
issues, resulting in avoidable rework.
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Branding and PR: Image building endeavours were not yet an area of focus and, in a subtle
way, this affected the sense of pride of employees. Among educational institutions, this meant
greater difficulty in terms of attracting quality talent, which further aggravated stress among the
few key performers in the organization.
By the year 2002, management felt the conscious need to bring in changes in their approach to
the aforementioned areas, in order to align more closely with the customer, business and marketrequirements at an organizational level.
Alignment and Structure at TCSWith respect to alignment, there was a need to create an environment of dialogue between systemdynamics and human dynamics in the organization. Strategycomes from the market, form comes
from structure; capacity from technology; and synergy from culture. The organizational design at
that point needed to incorporate this holism and thereby bring in, a coherent organizational
identity. The flow of philosophy to policy to practice and further to procedure in organizationaldesign, needed to be re-looked at neutrally.
In the interest of alignment of strategy and culture, the need for a dynamic process of dialoguebetween the Generals and the Scouts was also felt.
Alignment and Attunement:As an answer to the above areas of concern, alignment and attunement were sought to be
achieved through integrating and balancing out the four voices:
Voice of Wealth
Voice of Employee
Voice of Customer
Voice of TechnologyThe Organizational Development interventions at TCS focused on balancing tensions arising
from these four voices along dimensions of strategizing, valuing, serving, energizing, investingand improving.
Scenario Building Workshops:An internal organization workshop was conducted with top management for scenario building.
This program focused at a larger level, on the The TCS that can be . The idea was to challengethe conventional ways of thinking and to give shape to the key drivers of change through realistic
listening and dialoguing. These workshops were followed by dissemination and communication
of the scenarios with teams in order to develop a new language in the organization, consistent
with the envisaged future scenario. As a fallout of this workshop, several representatives ofsenior management worked on building scenarios as for e.g. on TCS tools and approach to high
end consulting. These looked at what we were and what we wished to be, our competition,
changes and challenges with regard to our business models, technologies, products and supportfunctions. Further, the factors that would facilitate the desired change and focuses that needed to
be redefined were clearly laid down.
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The scenarios addressed the nature of the struggle the organization would go through and etched
out realistic possibilities based on present factors. The roles and context that would impinge on
the following were detailed:
Wealth creation
Resource allocation and team-work
Membership criteria and norms of the group Learning opportunities for individuals and teams
SEARCH
OLD NEW
SHARED LANGUAGE
Goal Alignment & Balanced Scorecard:
In the interest of better alignment, a need was felt to re-look at a few organizational processes
and systems, as for instance, the performance management and appraisal system at TCS.
A Teach-Train-Transfer workshop on Goal alignment was conducted, with help from expertOD consultants to build the context, to think through goal setting at TCS with a systems
1. What are our insights into the
future? Possible + & -
2. Vision & Process
3. What are the seeds and weeds in
the present?4. How can the new insights be
communicated?
1. What processes will create the
new way?
2. What relationships will
nourish the new?
3. What are the membershipcriteria and performance
measures?
1. What are the new
opportunities?
2. What are the threats?3. What are the situational forces
that are centripetal/centrifugal?
1. What are the processes that sustain
the present?
2. What are the processes that leaveresidue in people?
3. What are the concerns?
4. What are the unmentionables?
5. What are the core incompetencies?
Scenario
building is
telling a story,
rich in detail
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perspective to goal alignment & to explore means of institutionalizing goal-oriented performance
management within the organization.
The workshop further introduced the concept of the Personal Score Card, and clearly outlined
what would define goals, outputs, performance management, Economic Value adds & the waysand means for facilitating goal alignment.
The Balanced Scorecard approach was proposed, introducing corporate goals, which touched
upon the following:
Voice of the Shareholder - Financial Goals e.g. Wealth creation
Voice of TechnologyTechnologyGoals e.g. Quality, Cost, Delivery dimensions
Voice of the CustomerCustomer/ Market Goals e.g. Customer Satisfaction
Voice of the EmployeeLearning& Development e.g. Employee Satisfaction
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PROPELThe Intervention: Culture Building at TCSPROPEL was introduced as a revolutionary intervention with the dual objectives of facilitating
the exchange of ideas and helping in immediate problem solving, while also encouragingbonding and self-development among and within teams. As the organization and its relationships
grew, it brought its own challenges, whereas change remained a constant. PROPEL wasintroduced as a platform and a tool to help bring about this change, in consonance with the TCS
belief ofLet us make it a joy for all our stakeholders. Promoting continuous improvementat a cross-functionallevel was one of the envisaged objectives. Change management was enabled
through alignment with growth strategy; by creating platforms for dialogue on the current and
emerging experience of the organization.PROPEL has helped the organization build a culture of collaboration, creativity and also
networks of relationships through its two modes:
1. Confluences: Listening to the voice of the employee in a team scenario, by creating aplatform for open sharing of thoughts on a relevant theme. This is achieved through a balance of
fun, introspection and interaction, while evoking commitment to self development.
2. Camps: Platform for problem solving, focus on the Quality, Cost and Delivery measures ofthroughput resulting in transfer and adoption of best practices within and amongst relationships
in the organization.
Further on, PROPEL interventions were used to bring about effective quantifiable results in the
interest of relationship robustness, market agility and a fine balance in the culture perspective.
stands for:
How do I become a role model and a friend?Professional Excellence:
How do I take up new responsibilities and set new directions?Role Enhancement:
How do I influence culture?Owning TCS Culture:
How do I walk the the journey of self discovery and growth?Personal Growth:
How do I enable continuous improvement?Employee Involvement:
How do I enable Team Learning?Learning:
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It's an all encompassing approach to find solutions. Growth has its own challenges, where change
remains a constant. Propel is a platform and a tool to help bring about this change. Together we
build an organization which brings people together and human connect is the secret behind thesuccess.
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Darpan - Reflect and ImproveWith aggressive expansion and dispersion of ever-growing associate strength in the relationship,
communication or the lack of it, had emerged as one of the biggest bottlenecks in employeemotivation and managerial decision-making. In this context, an associate satisfaction survey at
relationship level christened Darpan, was initiated, with the objective to Reflect and Improve
at the relationship level through a better understanding of the explicit and implicit expectationsof associates.
A Questionnaire was used to collect the preliminary data, as a structured mechanism to capture
associate feedback across 5 categories: Career & Job, Communication, Culture & Pride,
Leadership and Supervisor. The Survey comprised 20 questions related to leadership,communication, culture and pride, career, supervisor, work environment, competency building,
work-life balance etc. Interestingly, the maximum number of questions revolved around the
single most important entity -the Supervisor. This was in consonance with several studies
which reveal this as the pivotal factor to associate satisfaction and aspiration.
Analysis of Darpan Results: Details such as experience within the relationship, designation,
gender and Business Unit (BU) were taken as the basis for analysis of survey results, to arrive atfocused findings. Analysis was done for the overall relationship, as well as individual Business
Units within the relationship. The results were then shared with the entire team and actionables
evolved through a series of camps and confluences.
The Cultural Perspective: Outcomes from DarpanThere was a distinct increase in the Associate Satisfaction Index (ASI) in Darpan 06, which,
interestingly, corresponded to an increase in Customer Satisfaction Index (CSI) as well.
In the recent Darpan results, the following findings have emerged:
91 % of the team felt proud of being part of the relationshi p.
90% of the team felt that they are now able to see the big picture and know how theircontributions add value to the customers.
90% of the team felt that their supervisors are approachable for any kind of guidance and enable
them to do their job better. Team building activities like cricket match, bowling, teamlunches/dinners have been introduced and the team members now feel valued and satisfied. As
a result, the relationship attrition is today, far lower than TCS Average.
A FEW OTHER O.D. INITIATIVES: A transparent culture was consciously encouraged in the relationship and strategic
communication was institutionalized through initiatives such as In Touch and periodic
Town halls. In November 2005, two PROPEL camps were organized with the help of branch HR to
address some of the areas of improvement for the relationship that figured in the Darpan
results. The next steps have been identified and shared with all the stakeholders. Account wide
initiatives have been introduced and owners and co-owners identified for the same.
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Increased communication & sharing between Business Units was factored in, within therelationship through introduction of a Newsletter and an internal portal called Parimas.
There is an increased awareness in the relationship with regard to different roles and whatare the gaps with respect to desired roles.
Further, there is heightened focus on Corporate Social Responsibility (CSR) and a cultureof Fun at Work to enhance team spirit and camaraderie.
The team is now better aligned, committed and focused on agreed objectives. Improved teamwork has resulted in greater project efficiencies, less hassle and
improvement in cost, schedule, quality et al resulting in higher Customer Satisfaction.
Post OD scenario: TCS -The Paradigm ShiftOrganizational Development interventions have been instrumental in terms of enhancing value to
the customer & employee at Tata Consultancy Services. PROPEL as an organization wide intervention, encouraged sharing of ownership and
empowerment to change, as also the sharing of success stories and best practices acrossthe organization.
Valuing of employees was institutionalized through establishing processes that enableand enhance individual performance, and lead to empowered project teams.
Issue based mentoring was facilitated, with camps and confluences as enablingframeworks. While confluences invested in personal transformation for the employee,
camps invested in improving the workspace.
Through Scenario building, a collective transformation of dreams and concerns intoresponse capabilities was envisaged.
Continuous scanning of environment for opportunities and threats was proactively lookedat, to collectively map the business domain of TCS. Goal alignment through cascading of Balanced Score Card concept could be achieved
organization wide.
There was continuous investment in learning, and an active sharing of knowledge withthe aim to convert learning into action.
Further, the focus shifted to adding knowledge through delighting every customer. Theearlier tendency of self-sacrificing hard work was replaced by a shift of focus to
teamwork and valuing of the employee.
The OD interventions at TCShelped push self imposed boundaries and limitationsthrough challenging organizational boundaries and limitations constantly.
In a nutshell, the OD interventions at TCS have helped build a culture of fostering systems
thinking & creating forums for dialogue, while encouraging leadership at all levels. For theorganization at large, OD helped to reiterate the merits of valuing enquiry, expressing
differences, and constantly generating new knowledge.
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AADHAAR CASE
Unique IdentificationAadhaar
Unique identification in India is a Unique ID Project in which every citizen would have one
unique identification number that will identify him/ her. It would not just the government track
down individuals as is highlighted by the media, but would make life far easier for citizens as
they would not have to submit so many documents each time they want to avail a new service
private or government. The Unique Identification Authority of India is being established under
the aegis of the Planning Commission for which a notification has been issued in January 2009.
A provision of Rs.100 crore has been made in the annual Plan 2009-10.
The Unique Identification Authority of India or the UIDAI, is an agency of the Government of
India responsible for implementing the envisioned Multipurpose National Identity Card or
Unique Identification card (UID Card) project in India. It was established in February 2009, and
will own and operate the Unique Identification Number database. The authority will aim at
providing a unique number to all Indians, but not smart cards. The authority would provide a
database of residents containing very simple data in biometric.
The project envisages assigning a unique identification (ID) number to each resident in the
country to eliminate the need for multiple identification mechanisms. Moreover, the project will
eventually become the underpinning of the Citizens Smart Card Project, which will enable
citizens to avail subsidies on food, energy, education, etc, depending on their entitlements,
according to the 11th report of the Second Administrative Reforms Commission.
Almost all the firms with an India focus will be eyeing this deal players like TCS, Infosys,
Wipro, HCL Technologies, along with smaller players like Spanco, Bartronics, Gemini Traze
and NXP Semiconductors.
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Aadhaar is a 12-digit unique number which the Unique Identification Authority of India (UIDAI)
will issue for all residents in India. The number will be store basic demographics and biometric
informationphotograph, ten fingerprints and irisof each individual in a central database.
Aadhaar will be Easily verifiable. Unique and robust enough to eliminate the large number of
duplicate and fake identities in government and private databases. A random number generated,
devoid of any classification based on caste, creed, religion and geography.
* It is a 12 digit number, not only a card
* It is for every individual, including infants. Means each individual of family will have separate
Aadhaar UID number
* It enables identification and is for every resident. It doesnt establishes citizenship and is not
only for Indians.
* Getting Aadhaar is voluntary, not mandatory
* It is for every resident, irrespective of existing documentation. Means individuals without
identification documents can also get Aadhaar.
* Each individual will be given a single unique Aadhaar ID number. One cannot have multiple
Aadhaar numbers.
* Aadhaar UID number can be used by ration card, passport or any ID based application. It will
not replace other IDs.
* UID Authority of India will give yes or no response for any identification authentication
queries. Other information will not be accessible to public and private agencies.
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Objectives of the UID Project
Objectives of the Project
Obviate need for multiple documentary proof
Facilitate easy verification
Facilitate easy availing of government or private services
Help welfare programmes reach intended beneficiaries
Serve as basis for e-governance services
The ID shall also serve the following purposes
To prepare a National Population Register (NPR).
To prepare National Register of Indian Citizens (NRIC).
To prepare National Register of Residency (NRR) for non-citizens.
To provide National Identity Number (NIN) to each person.
To provide Multi-purpose National Identity Card (MNIC) to each citizen.
To provide Multi-purpose Residency Card to non-citizens.
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Coverage, Goals and Logistics
It is believed that Unique National IDs will help address the rigged state elections, widespread
embezzlement that affects subsidies and poverty alleviation programs such asNREGA.Addressing illegal immigration into India and terrorist threats is another goal of the program.
Most reports suggest that the plan is for each Indian citizen to have a unique identification
number with associated identifying biometric data and photographs by 2011. However, other
reports claim that obtaining a unique number would be voluntary, but those that opt to stay out of
the system "will find it very inconvenient: they will not have access to facilities that require you
to cite your ID number." Government issued IDs are fragmented by purpose and region in India,
which results in widespread bribery, denial of public services and loss of income, especially
afflicting poor citizens. As the unique identity database comes into existence, the various identity
databases (voter ID, passports, ration cards, licenses, fishing permits, border area id cards) that
already exist in India are planned to be linked to it. The Authority is liaising with various 8
national, state and local government entities to begin this process. The Union Labor Ministry has
offered its verified Employment Provident Fund (EPFO) database of 42 million citizens as the
first database to be integrated into the unique ID system.
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Benefits of UID
Obviate need for multiple documentary proof Identification of illegal immigrants Employment generation Formal banking system for the underprivileged Final Inclusion
Challenges of UID
Acceptance & Success of Aadhaar Smooth Transition Technological Gap Awareness in Remote Areas
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BIBLIOGRAPHY
http://www.wikipedia.com
http://www.irctc.co.in
http://www.tcs.com
http://www.iaadhaar.com
http://www.uidnumber.org
http://www.ibm.com
http://www.wikipedia.com/http://www.irctc.co.in/http://www.tcs.com/http://www.iaadhaar.com/http://www.uidnumber.org/http://www.ibm.com/http://www.ibm.com/http://www.uidnumber.org/http://www.iaadhaar.com/http://www.tcs.com/http://www.irctc.co.in/http://www.wikipedia.com/