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< Back How developers can become a lot more productive Swapnil Deshpande & Vivek Kant speak on developer effectiveness, with Times Jobs. The phenomenal pace of digitalisation, especially following the pandemic, has led to a surge in demand for developers. But hiring and reskilling developers is turning out to be an expensive and time-consuming affair. Another way to tackle the problem is to improve the productivity and effectiveness of your existing developers. That was the subject of our discussion in the Times Techies Webinar last week. “A typical programmer spends no more than 30-40% time in actual coding,” said Vivek Kant, CTO of Finserv MARKETS. The rest of the time, she is in meetings, asking and following up on approvals (like for use of IT infra), following up with another team which has built an API she needs to use, going back to business analysts or product owners for clarifications of requirements and design. “There’s also the discoverability issue in today’s microservices and API world, where all applications are dependent on each other. There are so many of these, I wouldn’t know what all exists, what each one’s capabilities are. The developer spends a lot of time trying to find these, raising tickets, waiting for responses,” Swapnil Deshpande, chief digital officer at Thoughtworks, said. Deshpande also found different Thoughtworks offices working on exactly the same problems, without realising it. So Deshpande’s team set about developing what they call an internal developer platform and a developer experience portal, and launched the beta version in July. Called Neo (network-enabled organisation), the platform connected all developers, became a repository for all knowledge in the organisation, enabled requests and approvals (it’s increasingly even automating provisioning once an approval is given). “Getting basic IT infrastructure now takes less than a day, compared to 7-10 days earlier; the average time between ideation and first line of code has gone down from a couple of weeks to a couple of days; building APIs is down to minutes, from days. Developers can discover all assets entirely by themselves by searching on the portal,” Deshpande said. Kant said developer effectiveness at Finserv MARKETS has increased 20-30% after his team improved tooling, automated processes, and built developer self-service capabilities. “I believe we can go another 2x, 3x on developer effectiveness,” he said. Previous Next

Innovation is almost non-negotiable for every company today. Its important aspect that ... < Back Innovation techniques – for the brilliant ideas in you Innovation is almost non-negotiable for every company today. Its important aspect that ... Innovation is almost non-negotiable for every company today. Its important aspect that every company should consider, if they want to sustain and thrive in this competitive market. And hinking of innovation, one of the most important aspect of innovation is the “Idea Generation”. Unless ideas are generated, innovation can not fly. There are quite a few idea generation techniques that would help generate large number of ideas to find new solutions and different ways of achieving the purpose. Here in this article, we are going to have a look at three common techniques of idea generation. Brainstorming / Brain writing For the brainstorming or brain writing session, we need to gather a group of participants who are familiar with the challenge statement. Create a challenge statement and the attribute list and make them visible to the team. For the purpose of brain storming, it is recommended that the group of participants is typically less than 7 people. If you have more than 7 people in the room, then you should go for Brain writing technique. Ideas should be put up spontaneously verbally during brainstorming session and written on a piece of paper during brain writing session. During the brain writing session, after each idea is written on a piece of paper, it is recommended to crumple the paper and throw in the middle and pick up someone else’s crumpled paper to write next idea. Ensure that some rules such as non-criticism of any idea, welcoming unusual ideas and encouraging other participants to build on other’s ideas should strictly adhered to. Encourage ‘quantity’ of ideas. For the purpose of idea generation, quality follows quantity. Overall ideas should be rated based on the benefits it can give and easiness of achieving them. All the ideas should be properly documented for future reference. Scamper SCAMPER is a checklist of lateral thought technique that can expand one’s creativity. SCAMPER is a acronym of the following words, Substitute – Try and see what can be substituted in the current situation in order to improve upon the scenario. Ask the questions on what can be substituted, how, when, why ? Combine – Try to enhance the synergy by combining, merging, attaching, adding and uniting separate attributes together for the issue. This might give a different solution altogether. Adapt – Try and make adjustments to certain aspects and attributes of a product or process Modify/Magnify/Minify – Try and change the size, quantity or quality of the attributes. Try to make things later or smaller, faster or slower and see what difference it can make to the situation. Put to other use – Try and change the place or purpose for which an object or a process is currently being used. Eliminate – Try and remove, omit or get rid of a quantity, part or whole object from the situation and see how it happens. Rearrange/Reduce/Reverse – Try and place attributes against each other, pit them opposite or contrary to, turn around; to change order or adjust, different plan, layout or scheme. Think like a child Whilst, I understand that changing the perspective from an adult to the child itself can be challenging but believe me it can be a fun. In order to try and generate ideas using this technique, make your mind set similar to that of a child by thinking of a children you know and you can anticipate the reaction of. Try and see the situation through their eyes and feel what they would like about the situation, what they would be proud of, what they would dislike, feel funny or useful about and note down the reactions. Consider the simple example of a muddy puddle. When we adults see it, we try and step over or step around it. We imagine muddy shoes, dirty clothes and filthy carpets at home if we step into the puddle. However, if you ask the same to kids, they would call it fun and imagine to build bridges and dams to cross it !! #generation #idea #mind #mindset #Innovation #techniques Previous Next

Kavitha is Head of Design with Digital Platforms & one of the best in visual design. Women leadership series - In conversation with Kavitha Thyagarajan 5 Mar 2022 Kavitha is Head of Design with Digital Platforms & one of the best in visual design. How would you introduce yourself? I am a multidisciplinary designer, enjoying my current role as Head of Design for TechOps Digital platforms, where I am surrounded and inspired by the most talented techies everyday. In my past life, I worked as an Architect and landscape designer. I believe in Mies van der Rohe’s motto “Less is more” and my work often reflects the same. Can you tell me a bit about your career journey? When did you first get into a leadership role? I have extensive experience in designing digital applications for consumers and enterprise solutions. I manage an interdisciplinary team of designers and developers and deliver value across cross-functional, multiple stakeholder, and distributed environments working in a globally distributed team. I have helped organizations set up a User experience design team and UX practice and have led and mentored design teams. My first role as a leader was when I was managing a bunch of designers and developers working across different products and services. This was my safe and comfortable zone and I never felt that I was doing anything different. What were the top challenges you faced during your journey and how did you overcome them? When you are leading a team that caters to different business functions that have its own priorities, it’s always a constant struggle to manage these priorities and at the same time delivering value. Initially this was a bit of struggle, but setting clear expectations with the global stakeholders, keeping them informed and making decisions along with them, helped me bridge the gap. I would always have an open and honest conversation with my stakeholders and would truly be invested in solving their problems. This gained me their trust and built a long term relationship with them. A leader must also know to navigate ambiguity and give a sense of direction to the team when they look up to you. I always believed that I needed to have answers for all the questions which would stress me out. I slowly realized that it was ok to accept that you don't have an answer yet and be transparent about it. This created a special bond and mutual respect for each other with my clients and team. What motivates you? I am a dreamer and constantly get inspired by numerous people around me. I love to experiment and I thrive on creativity. Mundane and routine bores me and hence I always find something that lets my creative juice flow. Do you have a role model in your life? Can you name a few people who you look up to? There are so many amazing people around me who I admire and follow. Couple of folks I get my inspiration from are John Maeda from the Tech and design leadership angle, Dan Norman - the design guru, Irene Au - for her amazing design leadership role where she has built and led design teams for some of the top companies. What does leadership mean to you? How would you describe your leadership style? Leadership to me means leading by example and setting up a safe and fun environment for everyone to thrive. Investing in people's growth and achievement is a great asset to have as a leader. Being open, honest, transparent, approachable and having empathy for others has helped me grow as a leader. At the same time, it is important to have a clear vision and strategy, direction, staying calm and focussed during adversity. What would be your advice to young leaders? When you take up the role as a leader for the first time, don’t get overwhelmed with everything around you. Take it slowly but stay connected with the key people on the team. Empowering others to make decisions, sharing responsibilities and communicating constantly with your clients and team is crucial. Active listening is an asset that every leader should have. Things will soon fall in place when you have empathy for everyone. Another important aspect is to focus on your own personal development. Make sure that you allocate some time in a week specifically for this. This will help you grow as a leader you always aspired to be. Last but not least, make sure you have fun.

Sakthivel Viswanathan is a Technology Principal with Thoughtworks and co-leads the IDP (Internal Developer Platform) Program. With more than a decade of experience, his strong focus has been to bridge the gap between technology and business objectives and to make the jobs of the business leaders easier. Emerging leadership series - In conversation with Sakthivel Viswanathan 9 Feb 2023 Sakthivel Viswanathan is a Technology Principal with Thoughtworks and co-leads the IDP (Internal Developer Platform) Program. With more than a decade of experience, his strong focus has been to bridge the gap between technology and business objectives and to make the jobs of the business leaders easier. How would you introduce yourself? “Hello there!” I am Sakthivel. Working as an application developer in /thoughtworks. In recent months, playing the role of Technology Principal for Digital Platform products. Having a decade long experience in programming and leading the technology side of delivery. In recent years, my strong focus has been on bridging the gap between the technology and business objectives with the goal to support and make the jobs of business leaders easier. I spend most of my time in my leadership role and I continue to find a balance in keeping myself updated with the evolving technology world in the areas that are of interest to me. Can you tell me a bit about your career journey? What inspired you to take on the leadership role? I still feel and remember the enthusiasm, challenges and late nights during the initial days of my programming career. With the days passing, It was personally evident that my interpersonal and career skills grew with varied opportunities and stints. I remember taking on the leadership role during my days in Cognizant for the first time, when I was expected to influence a client with programming expertise with the intention of forming an offshore team with three members. It was a wonderful opportunity to understand the leadership role and I was prepared and ready to take on the unknown and came out well with tons of learnings. The single most important turning point in my career was the experience I gained by putting myself on the spot and to take on the challenges through the journey. It was the best thing that I did for myself and it helped both professionally and personally. What were the top challenges you faced during your journey and how did you overcome them? From my personal experience, the challenges I faced during my journey include managing my time and reducing the cognitive load for operating effectively. I have come a long way from the time it was incredibly difficult to manage my time and I continue to reflect and adapt based on the needs. Some of the key strategies that I follow to be effective in my role is to have a focused time and to start the day with must do items. Ensuring to reflect on the progress at the end of day and course correcting if necessary. This helps to consciously plan the next day better. To manage the cognitive load, I tend to avoid switching contexts too much. While it is important to respond to pressing items, it is equally important to plan for a dedicated time for activities such as these. In my opinion, there is no one rule that fits all but opportunities to experiment and learn from individual experience. I am personally a big fan of doing “One thing at a time” which gives a sense of self satisfaction in accomplishing goals instead of trying to complete “Way too many things at a time”. What motivates you everyday? Nature is a great source of inspiration and motivation for me. Tiny events such as birds chirping, morning sun shine, clear blue skies and cool breeze, gives me a positive vibe which takes the day forward. Do you have a role model in your life? Can you name a few people who you look up to? My parents are my role models. Their dedication and tireless effort to shape my future is the single most thing I admire whole-heartedly. The other personality that I admire most is my spouse. She has been my guiding light and the person I look to during some critical times in the recent years. Apart from them, Late Dr A.P.J. Abdul Kalam inspired and continues to inspire me. His humbleness, devotion to his profession, dedication and the heights he has reached through hard work is something that is cherished by millions of people, I am proud to say that I am one in the million. I recommend reading his autobiography “Wings of fire”. What does leadership mean to you? How would you describe your leadership style? To me leadership is all about commitment. It is vital for leaders to be committed to a goal. A leader, who demonstrates strong commitment towards a goal can easily nurture confidence and trust among others. No one is perfect and I am no exception. I strongly believe in commitment and I always try my best to be as committed as possible. The other important leadership style that I follow is active listening. A leader listening to his subordinates and juniors demonstrates that he or she is willing to value their ideas and perspectives. This increases trust, innovation and fosters a positive work environment. An environment where people are ready to talk about anything related to their work is an outcome of a leader who values opinions however small they are. What would be your advice to other leaders? Being an effective leader is a continuous learning journey, a general advice that I have for my fellow leaders is to continue the learning process irrespective of the position you are now in. Continuous learning helps us to sharpen our skills and be more effective. Be open minded to accept constructive criticism and feedback. Being humble and understanding the criticism helps us to adapt and course correct in challenging situations and environments. Always embrace failure as you celebrate success.

Jinjun Huang comes with 14+ years of experience in IT and has been with @thoughtworks since 2018. He joined us as a Tech Lead and then switched to become a Product Manager in 2020. Jinjun looks up to his father in law as a role model. Jinjun has learnt key lessons of responsibility, hardwork, and optimism from him. Emerging leadership series - In conversation with Jinjun Huang 30 Jan 2023 Jinjun Huang comes with 14+ years of experience in IT and has been with @thoughtworks since 2018. He joined us as a Tech Lead and then switched to become a Product Manager in 2020. Jinjun looks up to his father in law as a role model. Jinjun has learnt key lessons of responsibility, hardwork, and optimism from him. How would you introduce yourself? Hi everyone, nice to meet you. My name is Jinjun Huang. I am from Wuhan, China. I am a product manager of the Digital Platforms team in Thoughtworks. I have 2 kids, an 11-year old daughter and a 5-year old son. In my spare time, I like to take them for a trip by car, playing basketball and computer games as well. Can you tell me a bit about your career journey? What inspired you to take on the leadership role? I graduated from Harbin Institute of Technology in 2008 with my bachelor degree in the major of Computer Science. Then I worked as a software engineer for over 10 years in multiple companies. I joined Thoughtworks in 2018 as a Tech Lead, then switched to a product manager in 2020. At the beginning, it was very natural for me to take the role as a technical lead because I was more senior than the other team members. But after taking the technical lead role, I found it challenging to leverage the team to achieve the team target instead of working individually and finishing my own development task. I started to enjoy my leadership role when I found my leadership can amplify the team's performance. What were the top challenges you faced during your journey and how did you overcome them? The top challenge for me was the mindset change. I used to think about a product from a pure technical perspective. But when I found technology was not the only determinant to make the product successful, I started to learn what business success means from different perspectives. My MBA courses helped me a lot during this progress. I learnt a lot from some failed business cases, even some of them were amazing from a technical perspective. What motivates you everyday? I am motivated by the sense of accomplishment of my daily work. My clients and target users’ daily life can get easier with the products and support of my team. My organizational leaders are confident that my team is working on the correct things and in the correct way. My teammates enjoy their daily work and feel their hard work is meaningful to the organization and the whole world. Do you have a role model in your life? Can you name a few people who you look up to? I look up to my father-in-law as my role model in my life. My father-in-law is a farmer. He raised 4 nephews and nieces after his elder brother passed away, even though he had 3 kids already. He works really hard to feed the big family. He keeps studying as a great wireman. He can handle all kinds of difficult conversations in his daily life with his great emotional intelligence. I learnt a lot from him including responsibility , hardwork and optimism . All of them helped me a lot during my career journey. I look up to Dewang Cao, a Chinese entrepreneur, the founder of Fuyao Group. He is a very successful businessman, a very famous charitarian. At the same time, in his biography he admits some personal mistakes, including some very sensitive parts. I learnt what courage and introspection means from him. I look up to Shijian Chu, a Chinese businessman. He brought his first cigarette company to top1 of Asia, and then was thrown in jail for some reasons when he was 71 years old. When he got out of jail when he was 74 years old, he started his new undertaking and became the King of Orange in China when he was 84 years old. I learnt what gritty means from him. What does leadership mean to you? How would you describe your leadership style? Leadership seems like a catalyst to me, which can enable the whole team to achieve something they didn’t look forward to. I think all of my team members are really talented. What I need to do is accelerate the chemical reactions happening in the team, enable all of them to be a better team player, a more professional employee, a better person. I’d like to build my leadership style as a visionary and coach. On one hand, I think it is really important to be a visionary as a leader. When the whole team can be united with the same vision, and all of the team members think it meaningful for themselves, for their clients and end users and even for the whole world, they can make great decisions by themselves to achieve it. And they can benefit a lot during the process. On the other hand, leaders need to stand with their coworkers daily. Leaders need to coach the team members not only to do the correct things, but also do the correct things in the correct way. With the coach they can be cultivated to handle more complicated scenarios by themselves in the future. Only in this way, the team can grow organically in the business style of a professional service company. What would be your advice to other leaders? Pay special attention to be a visionary. Be confident of the subjective initiatives of the team members. Believe they can make great things happen when they believe what you believe. At the same time, help them in the operation level in the coach way. Day by day, they will grow naturally until they surprise you. Chinese version 你会如何介绍自己？ 大家好，我叫黄进军，来自中国武汉，是 Thoughtworks 的数字平台团队的一名产品经理。 我有2个孩子，一个11岁的女儿和一个5岁的儿子。 闲暇时，我喜欢带他们出去自驾游，偶尔也会跟他们一起打篮球，玩switch游戏。 你能告诉我一些你的职业生涯吗？ 是什么促使您担任领导职务？ 我2008年毕业于哈尔滨工业大学计算机专业，获学士学位。此后在多家公司担任软件工程师超过10年。在2018年，我作为技术主管加入Thoughtworks，然后在2020年转职成为产品经理。 一开始，因为我比其他团队成员都更资深，所以担任技术负责人是一个很自然的事情。但是在担任技术负责人之后，我发现带领一个团队来实现团队目标远比单打独斗地完成开发任务要困难得多。 当我发现我的领导能力可以提升团队的整体绩效之后，我开始喜欢上了我的新角色。 你在旅途中遇到的最大挑战是什么？你是如何克服这些挑战的？ 对我来说最大的挑战是心态的改变。 我曾经习惯于从纯技术的角度来思考一个产品。但当我发现技术并不是使产品成功的唯一决定因素时，我开始从不同的角度了解商业成功意味着什么。在这个过程中，我的 MBA 课程对我帮助很大。 我从一些失败的商业案例中学到了很多，其中一些如果从技术角度来看甚至是非常先进和超前的。 你每天的动力是什么？ 激励我的每天的工作所带来的成就感。可以把它们分为三个层面： 第一，借助我们团队的产品和支持，我的客户和目标用户的日常生活会变得更加轻松。 第二，我的组织领导者相信我的团队正在以正确的方式做正确的事情。 第三，我的队友享受他们的日常工作，并觉得他们的辛勤工作对组织和整个世界都有意义。 你的生活中有榜样吗？ 你能说出几个你敬仰的人吗？ 我的岳父是我生活中的榜样。 我的岳父是一个普通的农民。 他的哥哥去世后他养大了4个侄子和侄女，尽管他自己已经有了3个孩子。 他非常努力地工作来养活这个大家庭。他一直在学习并成为一名出色的电工。 凭借高超的情商，他可以应付日常生活中各种棘手的谈话。 我从他身上学到了很多，包括责任感、勤奋和乐观。 它们在我的职业生涯中对我帮助很大。 我敬仰中国企业家、福耀集团创始人曹德旺。 他是一个非常成功的商人，一个非常有名的慈善家。 同时，在他的传记中他也承认了一些个人错误，包括一些非常敏感的部分。我从他身上学到了什么是勇气和自省。 我敬仰中国商人褚世建。 他将自己的第一家卷烟公司成功的经营成跻身亚洲第一，却在71岁高龄时因故入狱。74岁出狱后又开始二次创业，直到84岁成为中国橙王。我从他那里学到了什么是坚韧不拔。 领导对你意味着什么？ 您如何描述您的领导风格？ 对我来说，领导力就像是一种催化剂，它可以让整个团队达成他们不曾预想的成就。 我认为我团队里的所有成员都非常有才华。我所需要做的只是加速团队中发生的化学反应，让他们都成为更好的团队成员、更专业的职场人、更好的人。 我想建立的领导风格是成为有远见的人和教练。 一方面，我认为作为领导者，成为一个有远见的人真的很重要。 当整个团队能够以同一个愿景团结在一起，并且所有团队成员都认为这对他们自己、对他们的客户和最终用户乃至整个世界都有意义时，他们就可以自己做出伟大的决定并实现它。 他们自身在此过程中也会受益匪浅。 另一方面，领导者需要每天与同事站在一起。 领导者不仅要指导团队成员做正确的事，还要用正确的方法做正确的事。 有了教练，他们可以培养自己在未来处理更复杂场景时的能力。 只有这样，团队才能在专业服务公司的经营模式中有机成长。 你对其他领导人有什么建议？ 成为一个有远见的人。 相信团队成员的主观能动性。当他们相信您所相信的愿景时，他们可以成就伟大的事情。 同时成为一个好的教练，在操作层面帮助他们。日复一日，他们会自然生长，直到让您大吃一惊。

Gyanesh started his IT career as a developer more than two decades ago but soon transitioned into the security domain out of curiosity. He is someone who does not like to say "no" and help whoever comes to him with a problem. Gyanesh derives satisfaction on solving problems and feeling of responsibility and trust motivates him. Emerging leadership series - In conversation with Gyanesh Ojha 16 Feb 2023 Gyanesh started his IT career as a developer more than two decades ago but soon transitioned into the security domain out of curiosity. He is someone who does not like to say "no" and help whoever comes to him with a problem. Gyanesh derives satisfaction on solving problems and feeling of responsibility and trust motivates him. How would you introduce yourself? I am Gyanesh Ojha. Some people miss the “y” in my name and call me Ganesh. I know it's difficult to pronounce names but I’d prefer people pronounce my name correctly 🙂 . I am from India but am currently living in Singapore with my wife and daughter. I work at Thoughtworks and am currently responsible for South East Asia (SEA) InfoSec. I am passionate about Information Security and spend time sharing my knowledge with others to make them InfoSec savvy. I have been continuously honing my Infosec skills for over two decades now. Can you tell me a bit about your career journey? What inspired you to take on the leadership role? I started my IT career as a developer more than two decades ago but soon transitioned into the security domain out of curiosity. Early in my career, my focus area was application security, vulnerability assessment, penetration testing and audit. Those were my consulting days when we used to test government websites, private organization’s applications and used to audit banks and private organizations against IT security standards. Gradually I moved towards compliance and internal information security management. My mentor, Dr Deoraj Bhanu Murthy inspired me to think out of the box to solve real world problems and in the process made me take on the leadership role. What were the top challenges you faced during your journey and how did you overcome them? I am a person who doesn’t like to say “no” and the reason is simple. I want to help whoever comes to me with a problem. When I worked as an individual contributor, this would result in a constant backlog that I found difficult to clear. But when I started to lead a team, I had to decide where my focus should be and prioritize my tasks. So, I started to filter and focus on high priorities looking at my team’s bandwidth and, in the process, I learnt to say “no”. Though it is still not that easy for me, I have made quite a good progress. What motivates you every day? The satisfaction I derive on solving a problem, no matter how big or small; the joy I feel on seeing a colleague being more infosec aware and the responsibility my seniors trust me with, motivates me every day. In my personal life, the support and unconditional love of my family push me to outperform in every aspect of life. Do you have a role model in your life? Can you name a few people who you look up to? I look at the positive side of all the individuals I have connected with so far, both in my professional and personal life. But Dr Deoraj Bhanu Murthy is the one I truly Iook up to. I feel blessed to have had the chance of working with him early in my career. What does leadership mean to you? How would you describe your leadership style? Guiding team members in the right direction, taking ownership and responsibility of the team’s work and making the team believe in themselves is leadership according to me. Simon Sinek says, “Leaders are the ones who are willing to give up something of their own for us.” This pretty much sums up my style of leadership because I believe true leaders don’t think their team works for them, instead they work for their team. What would be your advice to other leaders? There is no perfect leadership style. So don’t stick to just one style of leadership. You might have to change your style to better suit a situation. So, be open to change and bring out the best in you without compromising on the values. Also remember that being a manager is not the same as being a leader

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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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