People Analytics, Workforce Management, Bpo Management Services

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• US Patent ASN 13/151,889
• India Patent App. No. 1722/MUM/2010

The Great Company Wheel
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Innovation is the key to Greatness Sapience
Analytics www.sapience.net
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Success Cube for an individual
Superstar
Team Player
Star
Engagement
Wasted Talent
Wrong hire
Innovation
Excellence (Capability)
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As a Company Beware of Future Shock

• We dont like their sound. Groups with guitars
  are on their way out. Decca Recording Company
  executive, turning down the Beatles in 1962
• There is no reason for any individual to have a
  computer in their home. Ken Olson, President
  of Digital Equipment Corporation, 1977
• "Apple is already dead. - Nathan Myhrvold,
  former Microsoft CTO, 1997

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Why Companies must innovate
Change the game
Lifecycle

• Every product and service has a typical lifecycle
• Steady growth eventually leads to decline
• Technology disruptions and new competition are
  threats
• Re-invent yourself at the right time

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Types of Innovation

• Idea Leap of Imagination (1 inspiration)
• Innovation step by step execution (99
  perspiration)

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Examples of Innovation
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Innovation _at_ Clarice Technologies

• Company was new, and Usability Services from
  India is not a known capability
• Took new approaches
• Revenue Sharing model based on app downloads by
  users
• Revamped existing UI at their cost, and won
  business

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Revenue Share model with Corel

• Transforms your iPad/iPhone into a portable art
  gallery
• Watch your favorite pictures morph into stunning
  paintings
• Share over Facebook, e-mail

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UI transformation for Quick Heal

• Consumerizing the user interaction simple,
  intuitive non-intrusive
• Role Information Architecture Detailed UI
  design

After
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Innovation _at_ VERITAS

• VERITAS Software (1992-2004)
• Startup to 2.5 billion in 11 years
• Acquired by Symantec in 2005
• VERITAS in Pune
• Outsourced to a vendor Frontier Software
  (1992-96)
• Own subsidiary VERITAS India (1997 onwards)
• Why Innovation _at_ VERITAS Pune?
• Subsidiary is often seen as a cost center
• VERITAS Pune decided to become an equal value
  partner

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Innovation _at_ VERITAS

• Technology Innovation Strategy
• Encourage innovative effort 20 beyond 8 hours
• Combination of senior architects and new hires
  (IIT M-Techs)
• Define idea, own the prototype implementation,
  demonstrate when US VPs visited India
• Examples new features in file system, porting to
  new platforms (Volume Replicator to Windows),
  transformation to web UI (Netbackup)
• Business Innovation Strategy
• Hired Usability experts, Technical Support,
  Technical Writers, Product Managers under one
  pretext or another
• Scaled these functions to create a rounded
  product engineering team

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Impact _at_ VERITAS

• Impact _at_ VERITAS
• High retention rates (lt 2 attrition between
  1999-2003)
• Converted diehard opponents of outsourcing (e.g.
  Netbackup)
• Grew rapidly from 40 engineers and 2 teams in
  1999 to 600 engineers and 16 teams by 2003
• 22 of worldwide engineering
• 2002 was a turning point
• VERITAS initiated a patent program in 2001
• By end 2002, VERITAS India was the source of 30
  of patents filed
• CEO termed VERITAS India as the companys
  business differentiator
• Today
• Over 60 ex-VERITians are entrepreneurs, CEOs, VPs
  at early and growth stage companies

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Measuring Innovation
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Innovation Initiative

• Based on an initiative at Symphony Services by
  one of the founders
• Lack of innovation at most Indian IT companies
  and subsidiaries
• Do what the customer asks to do
• Cost center or Time Material contracts
• No incentive to encourage innovation
• Key Principles
• Differentiate Innovation (the unexpected) from
  Delivery Excellence (part of the job for a
  competent team)
• Define a system of Innovation Points (IPs)
• IPs awarded increase exponentially as ideas
  actually get implemented
• IPs depend on the impact of innovation
  (moderate, high, game-changing)
• Include the customer in review of the innovations
• Similar approach possible for Delivery Excellence
  (but separately)

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Infrastructure

• Visibility through Innovation Portal
• FAQs, program repository, filing of ideas and
  innovations, award IPs to users
• Innovation statistics at user, group, location,
  business unit level
• Chinese wall between groups to protect customer
  IP
• Differentiate customer specific and non-customer
  innovations
• Participation
• Senior Exec (VP level) to drive the program
• Appoint Innovation Mentors in 120 ratio
  (technology gurus and not seniors)
• Embed innovation theme into the corporate
  messaging
• Monthly email listing participation, IPs granted
  to create competition
• Rewards
• Accumulate IRPs awards at various thresholds,
  and eventually title of Innovator
• Quarterly Project Group awards for highest
  Innovation Intensity (based on both aggregate IPs
  and employees in the group)

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Impact _at_ Symphony

• Energized the entire company
• Discovery of previous innovations (surprised even
  senior management)
• Showcasing innovations (helped in Sales)
• Surge in out of the box thinking for customers
• Customer Delight scores noticeably higher
• Improved employee retention
• Alternate career path for highly technical people
  
• Today Symphony calls itself as a Software
  Innovation Company

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Engagement _at_ Work
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Output _at_ Work is critical for the business
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How to improve Work Output
Output Capability x Engagement x Efficiency
Engagement
Efficiency
Capability
? Reasonable Work Time ? Work-Life balance
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Typical Day _at_ Work
?? Non-work
X hrs on Important Work Y on non-core
Z Non-work hours
?? hrs on Important Work ?? Non-core work
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Business Need Collective Effort
Done?
Assigned Work
People put in Time/Effort

• Time/Effort powers the business, yet it is hidden
  
• We can only track the outcome (deliverables,
  revenue/profit)
• When outcome is below par?
• We react change staff, improve process, cut
  expenses
• Timesheets dont work, KPIs have limited value
• Real problem is not being addressed
• Effort Leakage, Idle Time, Distractions
• People Engagement at work cannot be measured

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Measuring Engagement, and more ..
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Sapience ? Automated Enterprise Effort
Sapience Server SaaS or On-Premise
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High Impact, Quick Impact
gt 20 Output Gain
People Engagement
Project Efficiency
Overall Efficiency
Before Sapience Deliverables tracked, but
Effort is hidden
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Time on Work matters, not Time in Office

• Office time 7-10 hrs
• Average Work Time 5.5-6 hrs
• Average On-PC 5-5.5 hrs
• Top 20 v/s Last 20
• lt 1 hr more time in office
• gt 3 hrs more on work
• Activity Focus
• lt 40 on core activities
• Outlook, meetings take up lot of time

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Gain Productive Time
Managers can view aggregate output
Steady gain in work hours
Users can view long-term trends, reports and
alerts
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People Engagement
Encourage team to increase work hours
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Time Profile identify anomalies
Time Profile for Poseidon Time Profile for Poseidon
Period Mar 01, 2011 May 31, 2012 Period Mar 01, 2011 May 31, 2012 Period Mar 01, 2011 May 31, 2012
  Accounted Time(A B E F G) Time on Projects(B C D) On-PC Time on Projects (C) On-PC Time on Projects (C) Off-PC Time on Projects (D) Time on Corporate(F) Time on Private(G) Daily Est. Time Unaccounted Time
                   
Ideal 8.0 6.5 6.0 6.0 0.5 0.5 1.0 NA NA
Average 7.7 6.9 5.8 5.8 1.1 0.3 0.5 9.4 1.7
 Sunil 9.3 8.4 7.9 7.9 0.5 0.4 0.5 9.3 0.0
Poonam 9.5 8.8 7.4 7.4 1.4 0.5 0.2 9.7 0.2
  .. 8.1 7.7 7.3 7.3 0.5 0.1 0.2 11.2 3.1
  .. 8.0 7.5 6.6 6.6 0.9 0.1 0.3 10.0 2.1
  7.7 6.6 6.5 6.5 0.1 0.1 1.0 9.0 1.3
  7.7 7.2 6.2 6.2 1.0 0.2 0.3 9.0 1.3
  7.6 6.9 6.1 6.1 0.8 0.1 0.5 9.2 1.5
  7.0 6.6 5.5 5.5 1.1 0.2 0.2 8.4 1.4
  7.1 6.3 5.4 5.4 0.9 0.3 0.5 9.9 2.8
  7.3 6.4 5.3 5.3 1.1 0.1 0.7 10.1 2.7
  7.4 7.0 5.0 5.0 2.0 0.2 0.2 8.7 1.3
  6.7 6.4 5.0 5.0 1.4 0.1 0.3 8.8 2.0
  7.6 5.8 4.8 4.8 1.0 1.3 0.2 9.4 1.8
  8.0 6.1 4.6 4.6 1.5 1.2 0.6 11.3 3.3
 Ravi 6.9 4.6 4.6 4.6 0.0 0.0 0.8 8.5 1.7
 Sundar 8.0 6.1 4.2 4.2 1.9 0.4 1.6 9.1 1.1
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Covey Quadrant Important versus Urgent
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Improve Activity Focus
Improve Development time to 50
Enhance Effort qualitatively by shaping Activity
Mix
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Application Usage
Top 3 apps ok? Can time on Skype be reduced?
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Role-wise Activities
Sr. TLs spend 2x time on Dev compared to TLs!

• Activity Mix changes dramatically based on roles
  in the company examine areas of improvements
  possible

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Activity Comparison by Role

• Test Execution Trainee Engr is at 44, but low
  at other levels (14-23)
• Communication, Browsing is high gt25, gt12 for
  most roles

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Optimize Capacity Utilization
Spot under-utilized teams
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Sapience benefits all levels
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Great Company Wheel
Encourage disruptive models
Continuous Improvement program
Innovation
Excellence
Engagement
Work-life balance
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Thank you for your TIME!www.sapience.net