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In the always-on, digital economy change happens fast. Any business that .. < Back Building innovation engine In the always-on, digital economy change happens fast. Any business that .. [ This article was originally published on Thoughtworks's Insights. You can see the original articles here . ] Don’t wait for tomorrow In the always-on, digital economy change happens fast. Any business that rests on its laurels can expect to become obsolete. In an ultra-competitive market, you have only a small window to spot opportunities and exploit them before your competitors. That’s because no matter how fast your market is evolving, technology is evolving faster. Tech-led, innovative disruptors are everywhere. Just look at long-established markets like global commodity trading. Within three months of launching, VAKT ($), the blockchain-based energy trading platform had signed up more than two-thirds of companies responsible for all deals in North Sea crude oil trading. This pace of change is unprecedented. And the consequences are clear: Unless your organization is geared up to innovate, you’ll always be playing catch-up. Many established organizations are comfortable not being at the bleeding edge. And that’s understandable: in febrile times, taking time to come up with a measured response can seem the pragmatic thing to do. In fact, pragmatism shouldn’t be conflated with inaction. If you really want to understand the best course for your business, you need to understand it from a cost perspective. How much will exploring disruption and investing in innovation cost? What value can you derive from exploiting opportunities? What is the cost of missed opportunity? What will you have to spend to get back in the game? And in many cases, that means you need to take action now. As Forrester Research principal analyst James Staten notes : “Driving change is far better and less fearful than waiting for others to disrupt you and having to painfully respond and adapt.” Introducing the ‘innovate to impact’ framework Concepts such as innovation can become overused, with everyone adopting slightly different ideas about what they mean. In this context, I’d define innovation as: Creating something new, that generates a tangible value to the intended audience. The most salient points here are “new” and “tangible value”. If it’s not new, and if it’s not bringing tangible value, it’s not innovation. It’s worth noting at this point that one-off innovation isn’t really much use. Take pic sharing trailblazer Snap. Its clever use of AR tech briefly made SnapChat the must-have app for any social media-loving teen, paving the way for an IPO that valued the company at over $30 billion. But its innovations were easy for competitors, such as Facebook-owned Instagram to copy — over the months following the IPO, Snap’s market cap dropped by more than $20 billion. Snap has only subsequently been able to recover lost ground through embracing the ideas of continuous innovation. To those that see innovation through the lens of eureka moments — where advances are only made after flashes of inspiration and brilliance — continuous innovation can appear anachronistic. It’s like capturing lightning in a bottle. This isn’t a view I subscribe to, but it’s one I’ve often encountered; therefore, before we start thinking about a roadmap for innovation, it’s worth considering some of the major obstacles you’ll need to overcome before any innovation program can get off the ground. Barriers to innovation Ask any business leader you encounter and they’ll say being more innovative is highly desirable. But for innovation to be something more than a pipe dream, you need to be realistic about the challenges you’re likely to face. While there could be many reasons why innovation programs fail to take off within the organization, the most common barriers I have encountered are: Fear of failure In a world of performance reviews and targets, nobody wants to be associated with failure. When people are in fear for their livelihood they can become risk averse. What’s more, innovation means change — and change can be scary. Being ready to innovate often demands a huge cultural shift, where experimentation is embraced. And if things don’t work, what’s important is what you’ve learnt from the experience; not who’s to blame. Too busy on BAU You’re probably used to hearing from your teams how busy they are. But when all your efforts are expended on keeping the lights on, your ability to innovate suffers. And since people are busy, they often feel that they’re adding value — perhaps without questioning whether they could add more. The importance any organization attaches to innovation has profound cultural implications. It’s all very well making grand gestures, such as setting aside regular time for blue sky thinking; but if those sessions are the first thing to be cut when cost savings need to be made, don’t be surprised if your staff question your commitment to innovation. Lack of diversity As author Simone Bhan Ahuja notes, lack of diversity within innovation teams can hamstring your efforts from the outset : “You’ll know you have the wrong team when everything is running along smoothly but the team’s output doesn’t look much different from business as usual.” If you’re looking for new approaches and ideas, you’re going to need diversity of thought — people with different skill sets, people that come at problems from different angles. Key skills for the group may include: product strategy; product development; entrepreneurship; domain expertise; experience design; research and analysis; and ideation and creation. Typical approaches to innovation? Given the importance attached to innovation, it’s little wonder that so many people in the organization want to lead it. And while it doesn’t pay to be too prescriptive — each organization is unique and needs to find an approach that fits — here are some common approaches, along with their pros and cons. As we’ve seen earlier, this collaborative approach will need team members with a diverse set of skills. And it also has the greatest opportunity to succeed when it involves the tech function. That’s because today’s greatest innovations are dependent on tech; the complexities and processes needed to deliver innovation reliably depend on tech expertise. But collaboration also needs checks and balances: who is the one deciding on whether to focus on building something or enabling innovation? When should you focus on products and when is it more important to energize the team through events such as hackathons? Ultimately, you’ll also want to consider how you plan to support sustained innovation over the long term. This isn’t something you can achieve overnight. Planning for continuous innovation is a journey — and one, if done right, that will become a strategic differentiator against the competition for years to come. We call this journey the Impact to Innovation framework. This Innovate to Impact framework gives you a roadmap to create internal incubator teams, that become the engine of your innovation. The framework also sets out how to grow the impact inside and outside of your organization through scaling different stages of maturity. As the model suggests, for innovation to become a strategic differentiator, you cannot just stay at the experimentation level: you need to show the impact of innovation and have a plan to grow that. It can be useful to think about this journey at the outset: Stage four becomes your blue ocean ; you have to think about how innovation can become a strategic differentiator for your business and work backwards from there to identify what steps to take now. In subsequent articles ( Part Two, Part Three and Part Four), we’ll explore this maturity model in more detail, enabling you to understand where you are today and how to reach your desired end-state. Previous Next

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The Incremental & Radical innovation techniques are most commonly used .. < Back Learning innovation ! – Part II– Incremental & Radical Innovations The Incremental & Radical innovation techniques are most commonly used .. Last time I wrote about one of the techniques of learning Innovation called Innovation by Subtraction. This time, I would be trying to explain one more type of Innovation viz., Incremental & Radical Innovations. The Incremental & Radical innovation techniques are most commonly used across the world for innovation. They are also called Sustaining & Disruptive Innovation techniques. Incremental innovation generally relates to enhancements or small improvements in the existing products or services, whereas the Radical innovation brings a significant improvement in the product or the service. One of the most common examples of the Incremental innovations are the early Pentium chips developed by Intel. From Pentium I to IV, they were generally based on the similar pattern however as the new version came out they brought out newer technologies & innovations in their chipset, which could be attributed to the Incremental innovation. Moving from a single core to dual or quad cores in their latest processers could be termed as a Radical innovation though. Another example of Incremental innovation being Microsoft’s Windows 98 operating system, which was an enhancement over the Windows 95 operating system. The Windows 95, however was a Radical innovation over the previous Windows 3.1 operating system interface. Now you may ask me how to differentiate between the Incremental innovation from a Radical innovation or you may even ask, what should be the degree of deviation between an innovation to be considered as Incremental vs Radical? The answer to this question was defined by a team at Rensselaer Polytechnic Institute . They recommend to consider an Incremental innovation as a Radical if it meets one or more of following characteristics, The innovation provides entirely new set of usage features and experience In terms of statistics, it provides about five times or better performance Or it provides more than 30% reduction in the costs of the product / service Normally the Incremental & Radical innovations go hand in hand. If you see my previous examples you would see that the Radical innovation has followed after one or more Incremental innovations. So you would relate to the fact that the Radical innovation is characterized by a long period of Incremental innovations before and after it. The important benefit of the Radical change is the fact that it can potentially and significantly change the basis of competition in the favour of the innovator. Incremental innovation is relatively easy to obtain than Radical one and I am sure by now you would have understood pretty much of it. There are significant examples of where the Radical innovations have given great advantages to the innovators. Some of them are as follows, IBM Introduction of electronic typewriter, nearly wiped off the manual type writers form the market and gave IBM a significant business advantage. Wal-Mart Innovated a radical process change in the way the supply chain was managed throughout its stores in the US that gave a significant advantage in terms of time & cost and helped it cement its position as No. 1 in the retail market. Incremental Vs Radical – Which one to choose? Radical Innovations are significantly risky, take more time to develop and are more expensive to obtain in nature, whereas, the Incremental are significantly less risky, relatively cheaper & based on a proven product or a process and are more likely to produce results in a shorter time frame. The Incremental innovations provide the businesses with a steady stream of enhanced and improved products / processes or services, but due to relatively simpler nature of these innovations it is required to keep in mind the following, Ensure that the innovations are focussed around the market demands. Since the nature of innovation is such that you would eventually keep on developing new enhancements, small features, there is a danger that you might do something which the customers would not want and may not need in their product. If you continue to churn out the improvements or new features that the customer does not want, the customer eventually might look for alternative products. Don’t forget Radical innovation! Incremental innovations do not necessarily envisage the future technology and attempt to provide a bridge between current and future technologies. Imagine what would have happened to iPhone if Apple would have used the traditional keyboard design of the phone !! Also, remember that its on Radical innovation that changes the business game in your favour !So when you look around next and do a brain storming about innovation, you might want to start with an Incremental innovation and who knows you might bring out a Radical innovation in your product / process or your service! Good Luck! #Softwareengineering #Innovation #productivity #learning #techniques Previous Next

In the first three parts of this series, we’ve explored the ideas of .. < Back Putting innovation theory into practice In the first three parts of this series, we’ve explored the ideas of .. [ This article was originally published on Thoughtworks's Insights. You can see the original articles here . ] Get started now In the first three parts of this series, we’ve explored the ideas of building an innovation engine within your enterprise, creating a system for sustainable innovation. Here, we’re going to look at the practicalities of making this real. To give you an idea of how this Innovation to Impact model can work, I’ll share with you the genesis of the concept, which emerged out of some work I was doing at Thoughtworks. A few years ago, I’d started my role heading up the internal IT (workspaces) at Thoughtworks internal technology program — TechOps, and spent some time travelling across our global offices to get a better picture of our capabilities. I’m sure this was an experience familiar to many: the chance to meet incredible colleagues with brilliant ideas. But it was also clear to me that we were often not making as much impact as we could because there wasn’t enough visibility into what people were doing. So for instance, our demand teams in the US would have had no idea about some of the incredible work on Internet of Things (IoT) projects that colleagues in Manchester, UK were doing. It’s a tale that I’m sure’s familiar to many people in enterprises today: the issue isn’t that we don’t have innovative teams, but channeling those ideas into business value is tough. How do you create an ecosystem for innovation? How can you make that ecosystem sustainable? As is often the case in a company such as ours, we started with ideas — a plan to run experiments. But to deliver something truly innovative — something that would add new value to the business — we would only pursue those that had a purpose. We started by setting up meetings across the nine global offices, both in-person events and online meet-ups. And we asked our staff for ideas that would help us tackle issues they saw in their day-to-day roles. Identifying the right projects From those meetings, we generated 185 nominations, which we narrowed down to 130 ideas when we’d removed duplicates. Out of those 130 ideas, we then had to streamline further, looking at which were commercially viable, and where we could start creating impact first. We eventually decided on a project for our recruitment teams — one looking at getting consistent feedback from candidates. We also carved out a small, but separate incubator team, from an existing large team to focus especially on delivering business value through innovation. The team had a people with product and domain, strategy, design and development skills, with a person often playing multiple roles. Their challenge was to find a consistent way of getting high quality feedback from candidates — and in a way that would enable us to improve our recruitment process, give better feedback to candidates and measure the effectiveness of our recruitment teams. The team had their first prototype done in eight weeks: a tablet-based system that candidates use immediately after their interview. That enabled us to get a trial out quickly, which we then monitored to ensure people were using it, to identify areas that could be improved and to ensure our recruitment teams were finding it useful. This solution quickly established the notion that our incubator team could not only innovate, but come up with ideas that impacted the business. And having established our credentials, we could then build on this by returning to our ideas board, re-evaluating our list of potential projects and finding new ways to help the business. This process for creating sustainable innovation can be seen as a four-stage process: Through this approach we’ve expanded our projects to include a global room booking system and multi-sensor environmental sensors. And we continue to grow and become an increasingly important engine of innovation. An eight-point plan for success To summarize, this series of articles has explored mechanisms to make innovation an integral part of business-as-usual — to make you less reliant on Eureka moments and to innovate systematically. I believe that by following the eight working principles outlined below, you’ll have an opportunity to create an innovation culture that enables your organization to outmatch its competitors in the long run. Co-creation and high-touch engagement. Building ‘with’ is better than building ‘for’ to build a sense of shared ownership High-velocity decisions. Speed is imperative for innovation, so avoid delays Think ‘openness’. Use open protocols, build your products / prototypes for interoperability by default Intrepreneurship attitude. Think from outcome perspective, having a high-level vision and navigating to achieve desired results First-principle approach. Go back to basics and challenge your fundamentals, revalidate all rooted assumptions Sense of urgency. Bringing a sense of urgency into entire process can eliminate blockages and clear the path Use +1 thinking. Going beyond your immediate problem or idea to find the next and solve for that Build for scale. You don’t want to spend extra time “later” to scale your innovations, do you! Previous Next

Gayathri is the Global IT-Compliance Lead for /thoughtworks and an auditor with a strong focus on Information Technology audits. Professionally, she loves collaborating and accomplishing big things as a part of a team and her thinks current role in /thoughtworks allows her to do this daily. Emerging leadership series - In conversation with Gayathri Sribharath 13 Feb 2023 Gayathri is the Global IT-Compliance Lead for /thoughtworks and an auditor with a strong focus on Information Technology audits. Professionally, she loves collaborating and accomplishing big things as a part of a team and her thinks current role in /thoughtworks allows her to do this daily. How would you introduce yourself? Hello! Thank you for taking a few minutes to read about my journey. I am the Global IT Compliance Lead for /thoughtworks. I am an auditor with a strong focus on Information Technology audits. I work closely with product and software development teams and help drive best practices in information security, SOX compliance, data security, access management, change management etc. In the current role, I act as the liaison between external auditors, business and technology teams and help organisations comply with the ever increasing and complex requirements of various security and risk standards. I have a keen interest on working with teams to solve Compliance issues using technology. Some of my professional degrees and certifications include Chartered accountancy, Certified Information systems auditing etc. Of late, I have developed interest in Data Privacy and GDPR. On the personal front, I am married to Sri Bharath - an ardent supporter of all that I do and my sounding board. I have a beautiful and talented daughter. I love to learn to cook different South Indian cuisines. I like to go on long solo drives in my car and a lover of the beach and sunsets. Can you tell me a bit about your career journey? What inspired you to take on the leadership role? Born and brought up in Coimbatore, a city that is famous for its visionaries and innovative ideas in business, there is always a thirst to learn and explore new things. It’s in our DNA and I think that has been a factor in the way my career journey has been shaped. My career journey is shaped by the mentors and great thinkers I had the chance to work with. I would like to take this opportunity to thank all those who helped shape my career and encouraged my thought process to be different. As any other intern, I started working on internal and tax audits. But the audit consultancy I worked for believed in me and gave opportunities to work in other specialisations like information security, IT audits etc. This helped me understand my strengths. After almost 5 years of working for the audit consultancy, I moved on to work for technology consulting companies and be a part of their internal audit and compliance teams that focus on IT audits. I have performed so many different types of audits like SSAE 16, SOX, ERP audits, etc. I have had opportunities to consult teams and audit them as well. This exposure and experience are what makes me confident in my leadership role. What were the top challenges you faced during your journey and how did you overcome them? One of the difficult challenges that I had to overcome was to learn how to network and navigate through an organization’s system. This skill is very important for anyone, more so in my role where I must work with so many stakeholders, internal and external. A very powerful leadership development program that I completed a few years ago in one of the organizations I worked for helped me identify my areas of weakness using a SWOT analysis. I took support from my mentors to arrive at a series of things to do improve my communication skills and confidence levels. This enabled me to easily converse with various types of stakeholders. I was able to create the visibility required for the role. A big portion of my success can be attributed now to the relationships I have built with my peers, colleagues and important stakeholders in my career journey. What motivates you everyday? Personally, my daughter, of course. I want her to see a strong mother who does smart-work and someone who is independent. Professionally, I love collaborating and accomplishing big things as a part of a team. My current role in /thoughtworks allows me to do this daily. Isn’t it wonderful to do something that has a meaningful impact on the organization? I travel often. I do some workcations too! This helps me stay not glued to my desk and be one with nature and that motivates me to do what I do best. Do you have a role model in your life? Can you name a few people who you look up to? I have many role models in my life. To being with it is my mother who I look up to first. She has overcome a lot of challenges to raise us and is a very strong woman who looks for solutions and leads the family to its success. And then all my mentors. I am naming a few here. CN Srivatsan & Gita Srivatsan, Meena Swaminathan, Uday Bikkasani, Leena Pandya, Nitin Raina, Sasikala Mahesh. What does leadership mean to you? How would you describe your leadership style? When people feel safe enough to raise their hands and say ‘I made a mistake’ or ‘I need some help’, that leader has succeeded to Put people first and create a congenial environment for them. That to me is a good leader. Leaders are the ones who see the world not as it is, but as it could be. They inspire others to follow them because they believe in something larger than themselves. And that "something" is not a destination or a goal, but a vision- something worth sacrificing for and fighting for. What would be your advice to other leaders? Believe in yourself first and then believe in the people that surround you. A good leader should be able to create more leaders. A good leader should prefer actions over authority. Listen to your heart and put people first. Rest all can wait. My favorite quote by Sadhguru Jaggi Vasudev – Integrity, Insight and Inclusiveness are the three essential qualities of leadership.

Tips on managing the risks on production environment < Back Managing risks in operations & production support environment Tips on managing the risks on production environment Managing risks in a production environment, that is making money for customers, is extremely essential. However, most often, due to the unpredictable nature of the production support or operations management work, the fear of unknown increases drastically. More often than not, for an operations analyst or a production support analyst every day is a new day and every problem is a new problem and hence the traditional risk management model that suggest to Identify->Analyze->Plan->Track->Control. The traditional model assumes there is a significant time available that will allow you to analyze and assess the risks after you identify it. However, in the production support or operations management area, the time is something that is not available and you are expected to react it quickly. Risk & rewards In my previous experiences about awarding the winners in an organization, it was observed that the companies, most often, tend to reward the people who do better crisis management than the people who do better risk management and that often means that the risks are tend to be reacted only when they are realized and become a bigger problem. So, at the end of the discussion, it was more or less agreed that the Risk Management in a production environment is all about behavioral change and mindset. Interesting ? .. read ahead! If you consider the possible responses to a risk once you identify it, they could broadly classified as follows, Terminate - terminate the risk at the source and do not accept the same Transfer - transfer the risk to the concerned stakeholders and ensure they are mitigated Treat - accept the risk immediately and start controlling Tolerate - accept the risk and do nothing ! If you revisit all the scenarios you had experienced related production support or operations business, they are more often than not demand urgent attention. A priority 1 ticket is waiting or some incident is threatening to take the shape of a bigger problem. Now, for such situations, can you terminate the risk? Can you tolerate the risk or can you transfer the risk and keep quiet? I would think no! In all such cases, you would have taken quick action to either resolve the risk yourself or ensure that the risk is resolved at the earliest. Now, coming back to my earlier statement of relating the Treat, you would agree that to treat the risk in an production environment that requires collaboration across multiple teams, you need to develop the ownership & risk taking mindset. Someone needs to take the ownership and drive the problem through to the solution or mitigate the risk in full. Few tips on mitigating the production risks are as follows, Keep customers informed of more bad news than the good news. Even if you do not believe, the customers are more prepared to listen to worse news than you can possibly give the. Expose your vulnerability without going into victim mindset! Be honest in explaining the reasons, but do not over explain things. #operations #risktaking #productionsupport #mindset #riskmanagement #behaviour Previous Next

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The pandemic has changed the dynamics of almost every kind of business. . < Back Digital transformation – 8 inside characteristics of the modern & digital organizations The pandemic has changed the dynamics of almost every kind of business. . The pandemic has changed the dynamics of almost every kind of business. And today, most businesses have no choice but to transform themselves through technology to reach their customers and continue their existence. Digital transformation is not a new concept. Probably, it's one of the most overused terms in recent times, especially during the last couple of years. Every other company is either getting digitally transformed, or helping others get transformed, or both. However, have you ever thought about what a ‘transformed’ organization looks like? What are the characteristics of a modern and a digitally transformed organization? How does a ‘Digitally transformed’ organization function and work, to continue the agility that they have gained through the transformation? Here are 8 characteristics or principles of the ‘Modern and Digitally transformed’ organization. These principles define how these companies operate internally, how their employees and teams see the organization from inside. Simple For digitally transformed organizations, the size of the company does not matter for their IT operations. Whether the company size is 500 people, or 50,000 people, these companies do not find it hard to scale their internal operations and business processes. The internal organization complexities are hidden behind simpler interfaces and intuitive business processes. They provide great working experiences to the employees, customers, and guests alike. The access to their core systems and services are easily available to build better interfaces and experiences for their internal business operations and customer facing processes. Flexible & personalized Employees will work from anywhere, any time and business processes are tuned and built to support flexible, time zone aligned, remote first & hybrid working culture. Cross country markets will emerge and people across the regions will collaborate better on delivering success to their customers. The services that are offered to employees and customers will be hyper personalized and they will be able to take their experience anywhere they go and access services with any device. Social & collaborative Diversity and inclusiveness will continue to be the key elements of the culture, and everyone’s opinions stay important to take the organization forward. Employees will engage in natural and non-hierarchical communications across the organization, and they will have necessary tools and technology at the disposal that allows them to communicate the way they want and improve social collaboration. They will continue to strengthen their ‘networked’ organization through new tools and technologies to make communications and collaboration easier. Open & compliant Information will remain a key enabler, however access to information will change per their compliance policies. Security, privacy and compliance will become even more important in future. The core IT systems will be easily interoperable, and the IT assets will be easily discoverable and accessible through internal developer platform / API / core asset marketplaces. There will be a strong access management & control mechanism in place at various levels that will guard ourselves and their key information from misuse. Smart Companies will integrate the physical workspaces with digital technologies to build smarter and more personalized experiences for their employees, customers, and guests and will continue to improve the experience using the big data. Our technology will enable employees to use different devices and help experience a truly connected workspace. They will use AI for enhancing their human effectiveness at work and provide full or assisted decision support for key organizational decisions. Sustainable Companies will care even more about sustainability and environment and ensure that they run on sustainable energy and prioritize being carbon neutral (if not negative). they would have committed to and demonstrated actions on supporting the SBTi goals towards climate action. For the assets and devices owned by them, they will follow the eco-friendly recycling and promote reusability. Their cloud infrastructure will run on green cloud computing. Fast, yet accurate Digitally transformed organizations are highly data driven. They have trustworthy data, made available to employees and leaders through established data platforms and relevant tools. The data that people are entitled to access is available at fingertips, in the format the employees want. All operational, business, and organizational decisions are driven by intelligent & actionable data insights. Innovative, learnable The digitally transformed organizations make innovation easy and take efforts to democratize innovation within the organization. Their next phase of growth is driven by innovation. They have lower barriers for innovation and experimentation and set clear paths for idea->impactful outcomes. These organizations retain a high focus on research and continuous learning and people capability development. Employee growth & development is a core part of the organizational strategy & culture. Final thoughts Markets and customer needs are evolving fast, and technology is evolving even faster. In the new age of business, there is an inherent need for companies to stay ahead of others. Being a modern & digital organization gives companies an advantage in the competitive market to respond faster to changing customer needs. While above 8 principles define the characteristics of the modern & digital organizations from inside (for employees & its leaders), it’s very important to know that being digital and modern is no end state, but it’s a continuous evolution. The companies who would wait and stay reactive, will be in a true danger of irrelevance, unless they act now, and act fast. Being a modern & digital organization gives companies an advantage in the race, the relentless focus on customer success, being flexible and adaptable to customer needs and being continuously innovative towards building better / newer products and services for customers is what will define the success of these organizations. Previous Next

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