Tcs Corporate Presentation

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Tcs Corporate Presentation Powered By Docstoc
					Library Best Practices Emerging from
  Applications of Balanced Scorecard
               in TCS



              Sushma Arora
            Assistant General Manager
            Tata Consultancy Services
                    New Delhi




                   1
“One must forever strive
  for excellence or even
  perfection, in any task
  however small, and
  never be satisfied with
  the second best….”
     …. JRD Tata, 1965




                     2
                            Outline
• About TCS
• About Library & Information Services Function
  (LIS) in TCS
• Balanced Scorecard (BSC)
• Emerging Practices in LIS
     - Vision, Mission, Values of TCS
     (i)        User Perspective
     (ii)       Financial Management
     (iii)      Internal Processes
     (iv)       Learning & Development


• End Note



                                  3
    Film



Journey to Excellence




     4
Corporate @ Air India




         5
                About TCS

• Established in 1968
• Leading IT company of Asia
• First IT Company to cross US$ 3 Billion mark in
  revenues
• Works equally well in International & Indian
  Market
• Operates from 164 offices in 34 countries
• Over 83,500 employees from 60 nationalities




                     6
                  About TCS
Continued…


• Major Business areas: BFSI, Insurance, Telecom,
  Transportation, Healthcare etc.
• Aiming to be among global Top 10 by 2010.
• Proactive in using latest management models/tools
  – TBEM, CMM, PCMM, Six Sigma, Six Hats etc.
• Total alignment of all the functions with business.




                       7
               About LIS in TCS

•   LIS function started in 1970
•   Presently network of 52 Libraries
•   Aligned with vision, mission, goals of organization
•   Over 100 Library staff
•   Developing librarians as Business Domain Experts




                         8
         Balanced Scorecard

• The Performance Measurement tool developed by
  Kaplan & Norton
• Measures how you are doing presently that may
  impact future performance
• Translates the strategic plan into measurable
  actions
• Balances all the perspectives of running the
  business
• Timely actions to meet targets




                      9
             Balanced Scorecard
Continued…


• All the perspectives of BSC are interconnected and
  aligned to corporate vision & each other
• The Goal of each perspective cascades from top to
  bottom
• Departments/Units/Individuals know the impact
  of contribution
• Integrates & links anything unconnected




                        10
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     11
    Vision, Mission, Values of TCS
• Vision: Global Top 10 by 2010
• Mission:
       o To help customers achieve their business objectives, by
         providing innovative, best-in–class consulting, IT
         solutions and services.
       o To make it a joy for all stakeholders to work with us.

• Values: Leading change, Integrity, respect for the
  individual, Excellence, Learning and sharing.




                           12
Application of BSC in LIS




           13
                     Financial Management
                     Objectives
                     Goals/Targets
                     Emerging Practices      (ii.)


User’s Perspective                                   Internal Processes
Objectives                                            Objectives
                       Vision and Strategy            Goals/Targets
Goals/Targets
Emerging Practices                                    Emerging Practices



                                                                   (iii.)
(i.)
                       Learning & Development
                       Objectives
                       Goals/Targets
                       Emerging Practices
                                                (iv.)
Application of Balanced Scorecard for LIS Function
                                  14
   Users Perspective - Objectives

100% satisfied users (Demand Satisfaction)
Increase the number of users (Demand
creation)
Thought satisfier (Proactive in
understanding the needs of users)
The LIS skills, operations, etc evolve with
the users’ demand



                  15
Users Perspective – Goals Vs Achievements
   Understanding the changing needs of the users
      - associates satisfied with collection
       - associates satisfied with Information Services
       - satisfaction index overall
   Building confidence of the users in libraries
       - compliance to SLAs
       - response to users of their queries
       - implementation of PIPs
   Converting non-users into users and converting
   partial users into active users
       - motivate non user associates to use library services


                            16
  Users Perspective – Emerging
         Practices in LIS
Conduct surveys at local, branch & corporate level
Domain specific Information Services
Keep track of best sellers acquisitions
Extending working hours, library corners
Track PIPs/SLAs quarterly
Library Week, Screening of movies, book talks,
book exhibitions / subscription drives
Best user award, help in personal books purchase
Knowledge sharing/ brainstorming sessions/Team
meetings
Feedback after every query based service

                     17
Financial Management - Objectives

Appropriate spending
Value for Money
Budget planning and allocation




                     18
Financial Management – Goals Vs
                  Achievements
 Optimum utilization of budget on resources (collections)
     - document usage within six months
     - documents shared
     - increase in document usage
     - consumption of budget
 Reduce costs in areas exceeding users requirements
     - document not repurchased/discontinued
 Optimum utilization of budgeted staff
     - 1 Librarian for 600 staff
     - Job rotation/Timesheet/Targets for staff

                            19
Financial Management – Emerging
         Practices in LIS
Quarterly tracking of expenditure & savings
Tracking of discounts/Indian editions on each
heavy purchase
Allocation of measurable goals & targets every six
months to staff
“Star of the Month”/other service
awards/induction programmes/campus
recruitments
Resource utilization surveys
Sharing of resources across branches/membership
of good libraries

                     20
  Internal Processes – Objectives

Best internal processes
To deliver high quality services




                       21
   Internal Processes – Goals Vs
          Achievements
Standard processes to handle all library activities,
services, staff
       o 2:1 collection minimum
       o 100% compliances to library procedure manual &
         induction manual
       o Compliance to TBEM, BSC, Dashboard, Annual Planner
Save the time of librarians and users
Service level agreement
       o   Processing time for new acquisition 24 hours
       o   Acquisition time for books available in market- 3 days
       o   Process improvement two processes in a year
       o   Processing of suggestions/grievances – 100% are
           communicated back & if possible action taken


                             22
   Internal Processes – Emerging
          Practices in LIS
Quarterly audits
Review of procedure manual at senior level once a
year
Centralized acquisitions, Integrated Information
Services, control duplication of efforts of staff,
library staff meetings
Parameters defined for each library activity,
quarterly tracking of SLAs
Stretching of SLAs after achievement

                      23
Learning & Development - Objectives

 Recruit, motivate and develop high quality library
 staff




                       24
Learning & Development – Goals Vs
          Achievements

Support staff to meet the changing needs of users
   o Mandatory ten days training for each staff
   o Participating in PSU meetings
   o Quarterly knowledge sharing and brain storming sessions


Equal career growth opportunities to all staff
members
   o Track staff satisfaction index




                            25
Learning & Development – Emerging
          Practices in LIS
External/Internal/Classroom/Computer based
training opportunities to all staff members
iCALMS – Track gaps in competency, councilors
availability, staff feedbacks in annual surveys




                      26
                    End Note
• Best practice for one corporate library may not be a
  best practice for other corporate library. Every
  library should recognise their own best practices
  and further improve towards perfection
• Continuous learning is the demand of the day for
  librarians
• Libraries must align their services with the
  objectives of the parent organisation




                        27
Library Week Inauguration




                            Back

           28
Book Exhibition




                  Back

     29
     Back


30

				
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