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