CHALLENGE
To make Zensar one of the top 15 India based IT and BPO firm by 2013
Segments in IT Industry
71.7bn
USD Body shopping : Supplying
overseas firms with IT workers
on short term
SWITCH
COMPANIES
After acquisitions from Fujitsu and finally from RPG group with 30%
stake retained management control the reincarnated company was
named as Zensar meaning essence of knowledge
But the company lacked the leadership control as the top executives
in the management started quitting and financial performance was
plummeting every year
HIGH EMOTIONAL
QUOTIENT
PERFORMANCE ORIENTED
VISIONARY &
RESPONSIVE LEADER
DIFFERENCIATED SERVICES
Customer Centricity
Frequent communication
Improved
financial
performance
57 : 2000-01 2mn : 2000-01
Culture and Talent Management
CULTURE
FAMILY CONNECT
CONNECTED ORGANISATION
DARBAAR-E-KHAAS
It is a part of Zensars identity since 2001, when Natarajan had convened the first
VC with tagline If you had an idea, we have a platform
Foster an entrepreneurial culture and allow people to experiment with new ideas
Initially only senior management was involved in making strategy for the company
but through VC it broadened the participation of the younger and less experienced
employees
This began with an all staff email, introducing the theme for the year and inviting
all employees to participate
Each had to contribute to at least one idea and then it was clustered into
categories including customer, technology, people, process and culture
Teams selected their own leaders and were then evaluated on enhancing the top
line and bottom line, customer and people delight
Vision Communities & Process
Management council then selected the top three ideas for each group
For each idea the group then developed a detailed project plan, budget,
and assessment of he support required from the organization
Over the course of implementation regular review with the team happened
Eventually each idea was assigned a functional owner to ensure that they
were integrated into daily work
Challenges
Adaptation of VC process to serve the needs of a larger, more dispersed organization and
connect them effectively
Process was calendar bound and people had to wait fro the start of annual process before
proceeding with innovative ideas
Second option was to put VC process online, would broaden access and reach and
accommodate a more continuous flow of ideas
But this had challenge of comprising with the level of engagement and diluting the
enthusiasm
The magic of a VC inspires employee sitting in room, debating and finally getting into idea
to create a atmosphere of euphoria & energy