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there is a clear understanding among our
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customer base that their digital world
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is changing and changing rapidly but if
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you ask them about digital you get
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different answers depending on who you
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ask in some sense it's like the old
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Indian parable of the five blind men and
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the elephant you ask the IT folk he will
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tell you that digital is all about
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technology social media analytics cloud
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now if you go to the operations guy and
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you ask him he'll tell you it's about
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recreating the one click amazon
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experience and if you go to the business
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guy they say oh it's about creating new
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business models like what uber us so you
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get very different answer depending on
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who you ask about digital but one thing
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is very clear they all understand that
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the consumer behavior is changing and
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their customers are asking for the same
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experience that they get from a google
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of facebook or an amazon and that's
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forcing these traditional analog
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companies to change the second thing is
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that most of the leadership team is
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aware that disruption are going to
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happen and the disruption for a hundred
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year old bank is not going to come from
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a bang down the street but it's going to
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come from somewhere in the Silicon
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Valley so that understanding is there so
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there's a clear understanding of the
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challenges posed by digital they think
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the digital revolution is real but their
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approaches vary depending on the
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customer and the maturity of that
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response also varies
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when the digital world is changing and
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changing rapidly one of the good things
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about that is you see always the next
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big thing and you get tempted to do the
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next big thing and it's a small company
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if I start following the next big thing
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we might get disoriented and might lose
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focus so what we did what we did was
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very simple we said we're going to make
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the customer the axis of our
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transformation and by that what we mean
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is that we said we will hinge our entire
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digital transformation story on our
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ability to make our customers successful
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in the earth digital transformation
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journey so what this means is
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immediately is that we have to solve
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real problems or oil customers and also
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meant that we have to start solving
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these problems by creating those
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solutions with our customers and
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secondly the other important thing that
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we needed to do is we are currently a
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large company providing traditional
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services we also needed to start acting
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in this duel mode what we need to
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continue to provide digital sorry
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traditional services but also start
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providing digital services and they are
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very different services
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in the digital world problems I have to
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be solved along with the custom and the
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reason being that if you do not
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understand the customer's context in
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which they're trying to solve the
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problem you will end up building a
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solution which may not work for a
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specific customer so what we do is that
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we work with the customer and
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identifying certain challenges then we
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go back to the customer saying here are
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five different ways you could solve this
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problem which one appeals to which one
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will help you solve it for your customer
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which means that we'll have to bring in
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not just new technology we have to bring
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in the best of be partners we have to
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bring a good understanding of the domain
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and how the problem needs to be solved
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and and finally we have to make sure
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that we are keeping our customers
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customer in mind when you solve those
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problems so co-creating co-creation
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means that you're basically sitting down
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with a customer and solving the problem
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with him it's if you ask me it's
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opposite of field of dreams approach
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which as you build they will come
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if you look at the traditional services
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model and you look at the attributes of
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a traditional service model there are
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three attributes one there's a fit for
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purpose they've been defined with a very
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specific purpose in mind they also are
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very reliable and they are designed for
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performance and secondly the culture in
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which those traditional service are
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executed also very different in that you
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have to define very well defined
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processes and these processes need to be
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adhered to there needs to be a proper
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governance to make sure these processes
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idea to and the kind of people we need
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our people who can do continuous
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improvements to the service levels you
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come to the digital world completely
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different your mantras are speed agility
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and innovation you need a completely
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different org you need a completely
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different kind of talent for example
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I'll tell you three things we are doing
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in our environment number one we have
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created this culture of experimentation
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by creating a group called next labs
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it's a bunch of PhDs and their Co
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creating the next generation solutions
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with our customers and most of these
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solutions may see the light of the day
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some of them may not like I mentioned
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earlier we may take five solution of the
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customer they're all rapidly prototyped
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and the customer just may pick one and
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the less for might never see the light
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of the day and they have a fail in a
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traditional model that scene is a very
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expensive way to build a service but in
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the digital model they've seen as the
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best way to get the right solution with
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a customer second example we have
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creating a ecosystem of startups in the
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silicon I'm from the Silicon Valley so
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every other Friday we bring a start-up
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in and they talk to us about what's
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going on in the technology world how
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they're building building new solutions
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and more often than not you find that
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they've got very good ideas excellent
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technology great talent but they're not
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solving real problems so when we come in
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and we look at a problem that you're
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trying to solve for a customer we see if
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this startup technology can be adapted
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and adopted for this particular problem
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then we are really making my so we have
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run through a lot of startups before you
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find the right one for us to work with
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so we're slowly but steadily creating
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mad ecosystem of startups that can help
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us build the next generation
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an example of how we are getting the
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experimentation culture lastly a very
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interesting and important concept which
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our CEO calls caught up which is nothing
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but a corporate startup the idea here is
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that if the problem is complex enough
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that requires a little bit of extensive
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focus and and talent is signed it for a
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period of time because you need to
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really think through the solution and
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you can rapidly prototype you need to
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carve it out and if the problem is big
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enough that the customers feel that
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needs to be solved you need a carver
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team out and that team in our
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environment operates completely
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differently they completely operate like
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a start-up they have different real
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estate different HR policies different
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compensation model based on risk and
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reward as opposed to a traditional model
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which is based on company performance so
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the completely the model that we set up
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is just like a start-up except that I
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mentioned the problem that the small
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startups have in the Silicon Valley they
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don't have access to customers but these
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card ups they have access to our
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customers and we have access to their
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technology so it's a very symbiotic
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relationship that we filled with these
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card ops with you and running is still
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in stealth mode so I'm not ready to
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disclose what they do for so going back
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to the duel mode we're really trying to
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see whether we can operate one part of
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the company and continue to improve on
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the traditional service that we give our
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customers while the other side what
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we're trying to do is to create this
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environment where experimentation in
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solution building is seamlessly built
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into the culture of the organization and
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that dual mode is is not easy thing to
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do we're trying it as if you succeed or
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not
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you
