Smart organizations are able to learn fast and inculcate those learning faster through embedding the same in processes. We worked with a 1200 member organization which is into IT services and helped them build a self-learning culture, that resulted in fast creation of new knowledge and embedding those knowledge into their processes. The self-learning interventions included defining role code based skill requirements and project based skill requirements and interventions that focused on promoting self-learning. This was supported by interventions to enable sharing and collaboration using social networking platforms. The knowledge that got created as a result was embedded into the processes through systematic asset reuse program.
Creating and Sustaining Innovation
Innovation is adhoc if it is done without making systemic changes. An 800 member organization gave a requirement to build an innovation ecosystem for a captive development center which was supporting a Global research center. The captive team had to show high levels of innovative to gain the confident of Global research center. Through focused interventions in knowledge management, rewards program, process interventions and training on innovation, a culture of innovation could be built that resulted in high level of idea generation and identification of more than 120 patentable ideas over four years time frame.
Enabling Automation through Artificial Intelligence
Incident management is a key task in AMS engagements. Incident management helps ensuring applications are maintained in stable state and client queries are closed faster. An AI driven tool was developed for service engineers to help them resolve tickets faster. The tool was also able to predict possible impacts of incidents and through that bring overall stability to the applications. The tool was build using Natural language processing, machine learning and analytics technologies
Expertise Building and Thought Leadership
An 800 member organization had a requirement to build their technology level expertise, in the area of .net technology, open source technology and software testing. Currently their challenge was that they were not aware of the level of expertise their employees had and were finding it difficult to show thought leadership. Expertise development was done by first mapping the expertise level to industry standards. This showed the gaps with competitors. Post that role code based gaps were defined at employee. Along with training team, capability building was done. In parallel expertise teams were given training on innovation and ability to evolve industry specific technical applications. This helped them show thought leadership.