-Challenge-   The main criteria for selection of the challenge scheme was :

●  Complexity handled

●  Relevance to business( at the point in time)

●  Impact created

GCE-TAC (Globalisation Centre East – Technical Assistance Centre) was just about finding its way into the India hub and was by  design mandated to be the largest, most cost efficient and qualitatively superior centre as compared to its counterparts in the  Americas, Europe and Australia. The mantra was to be super quick in all aspects and to not wait for the perfect structure to emerge  prior to execution but to let it evolve over the various stages of its growth.

One of the foremost action plans subsequent to a speedy head count ramp up was to start operations and in doing so, migrate large  chunks of businesses from the other global centres. Having secured a reasonable quantum of business, it was imperative that one  had to get into the most minute detail to ensure operational success. No, we did not have to reinvent the wheel here but to simply  mirror the other centres across all aspects of conducting business while also adapting the methodology to local scenario and  convenience.

-Selection-   Gathering context to the situation from the IBM example cI have selected LEARNING LAUNCH. Here's why :

While working in a high speed, high energy environment that is perenially on overdrive mode, we often tend to override basic  values, systems, procedures, design and in doing so arrive at quick fix solutions. Now, these may never be wrong and may be more  than serving the purpose at those points in time, but from a long term perspective, it was clear that the fast pace should never be an  excuse for non compliance to the basics.

Business analytics & metrices suggested that we were indeed lagging behind specifically in the adoption of certain protocol tools  that were the backbone of every successful TAC centre and since this was in line with the objective of mirroring other centres,  project " back to basics" took shape.

-Application-   Effective and constant engagement   with our young audience (the bread winners for TAC) ensured that not only did they not

detest   change but embraced the same in a bid to outdo their peers and counterparts, ensuing in healthy competition and

ensuring alarming results.

The launch approach was simple yet effective.

●  It piloted over a very limited emerging geography, the India centre.

●  It worked on a set of assumptions derived from an iterative approach observing other global centres as well as adapting  for local context.

●  The "competition" approach tugged at the sensibility of the young raring to go population and worked well to secure  participation.

-Insight-   Significantly enhanced team performances by driving process tool adoption programmes with Global centres as benchmarks.  (from 49% to 87 % in 6 weeks)

While "back to basics" covered just a single performance metric in terms of process adoption, it paved the way to run multiple small  projects using the learning launch tool as it catered to a) mirroring the immediate business needs b) converting resistance to a  competitve streak and bringing together the team and business objective cohesively.

While "back to basics" covered just a single performance metric in terms of process adoption, it paved the way to run multiple small  projects using the learning launch tool as it catered to a) mirroring the immediate business needs b) converting resistance to

I felt this -Approach -   served us perfectly on the following counts :

●  Launch quickly : instead of going back and forth to the discussion board, learning launch hrlped test the environment, be a

part of the live environment, iterate approach and adapt and learn and hence test and improvise.   ●  As indicated in the problem definition/challenge, it helped us converge high energy of the young populace to deliver within  the framework of basic values and process integrity.

●  Value creation : The pilot proved that selection of the right tool kit was essential and crucial to value system. It ensured  total involvement, engagement and quickly paved the way for the India unit to not lose sight of framework while hurrying  to building the business.

I would therefore conclude that the approach more than optimal having aided in the current objectives as well as pave the way for  iterations and developments in wider aspect range. Thank You.

