Case Study

C A S ESTUDY
>STRATEGY MANAGEMENT
>SELF M AN A GEDTEAMCONC EPT
>C ase Study -3
>C ase Study -4
NAM E : M AULIK
REGIS TRATION NUM BER : 2007XXXXX
SY M B IO S IS
C E N TR EFO R D IST A N C LEARNING
E
A C A D E M IC
YEAR : 2007
STRATEGYMANAGEMENT
DELTACOM GmBH
Objective: The case study helps to understand the perception & application of
strategy formulation.
The company is established in Germany and it is into the business of IT solution provider
to various customers all over the globe. Recently in Chine, the company has participated in
the International Bidding and awarded the contract. The company has made huge effort to
get the order as it was very competitive, financially as well as from Technical specification
point of view.
The project duration is within the range of 7 to 10 years and it also outlay larger chunk of
money. So after winning the contract, management called for Executive level meeting in
Berlin for overall framework. The agenda of the meeting distributed to them was to decide
upon the formulation & evaluation of various strategies to be adopted for the project.
The major participants of projects are enlisted below.
(1) Exclusive Partner (2) Integrated Partner
(3) Project Solution seeker (4) Body Shopper
> (A) PARTNERS SEGMENTATION
> (B) BUSINESS DIMENSION FOR DIFFERENT CUSTOMER
> (C) VALUE PROPOSITION FOR DIFFERENT CUSTOMERS
> (D) BUNDLE OF COMPETENCE S ANALYSI S
> (E) MISSIO N O F BUSINESS
> (F) STRATEGIC TEST
> (G) SCOPE OF TRANSFORMATION
> (H) STRATEGIC AGENDA
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STRATEGYMANAGEMENT
PROCESS OF FORMULATION OF STRATEGY
SLI
TCS BP
C U ST O M E RSE G M E N T A T IO&
N V A L U EPROPOSITION
T H EBUNDLE OF COMPETENC ES
M ISSIONOF BUSINESS
T H ES T R A T E G
IC AGENDA
OPERATIONAL EXC EL LENC E INNOVA TION
CUSTOMER TARGETING
AGGREGATE/GRANULAR METRICS
EXPERIMENTATION AND FEEDBACK
FINANCIAL EVALUATION & MATCHING

STRATEGY
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STRATEGYMANAGEMENT
LEGENDS :->
TCS ---- TOTAL CUSTOMER SOLUTION
BP – BEST PRODUCT
SLI – SYSTEM LOCK IN
(A) Partner Segmentation
Tier 1: Exclusive Partner

• Japan based organisations provides outsourcing of IBM mainframe applications
• Opportunity for customer lock-in
• Joint Venture with IBM, the main source of Mainframe developer
• Existing customers: GE Japan, JBCC, and AIG
Tier 2: Strategic/Integrated Partner
• Long term symbiotic partnership with high value added
• Existing customers: GE China, GE US, Kawasaki and Unisys.
Tier 3: Project Solution Seekers
• Full project ownership and solution delivery responsibility without established (but
potential) for long-term client relationship
• Existing customer: Toyota, Honda, US prospects, Dept. of Transportation China
Tier 4: Body Shoppers
• Transactional relationship to provide supplemental staff without much end client
relationship
• Existing customers: IBM
DELTACOM GmBH has to choose the partner for project operation in Chins. Every
business Partner has some strength & weakness in terms of their competency in
different field. So the Company made the business dimension & value proposition
analysis for each partners. So the cost comparison, Timely delivery as well as Quality
of operation can be judged on the same platform.
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STRATEGYMANAGEMENT
(B) Business Dimension for Tier 1 -“Exclusive Partner”
Products Critical partner to client providing highly integrated, customer

specific, high-value added turnkey solutions for legacy
mainframe applications in Japanese market
Services 24x7 Maintenance of mission-critical mainframe legacy
.Application extension through analysis, design and development
of new, integrated modules.
Customer Japanese Corporations in Financial Services, Insurance, etc.
industries.
Channels Direct, Referrals from highly satisfied existing clients
End Users Japanese Corporations, Japanese Government organizations.
Complementors IBM (as an h/2 and s/2 partner), existing clients, Accenture.
Unique Competencies 1. Combination of deep knowledge of mainframe applications.
2. High level of Quality combined with all the other cost
advantage available to Chinese companies.
(B) Business Dimension for Tier 2 -“Strategic /Integrated Partner”
Customer Dimension Description

Products Long-term relationship with client to provide customized and
integrated solutions across multiple business units
• T&M and Fixed price application development across multi-
phase projects
• Joint application development enabled through deep
Services
understanding of client culture and methodology
• Dedicated retained teams as extension of clients IT
organization
Customer GE US, GE China, Kawasaki, Unisys
Channels Direct
End Users N/A
Complementors Other GE partners, IBM, other software partners, Accenture
1. One of 12 exclusive outsourcing vendors or GE
Unique Competencies
2. Six-Sigma quality combined with China’s cost advantage
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STRATEGYMANAGEMENT
(B) Business Dimension for Tier 3 -“Project Solution seeker”

Products Individual project solutions without committed long-term
relationship
T&M and Fixed price application development of discrete
Services
projects
Customer Toyota, Honda, Department of Transportation China, US
prospects
Channels Direct
• Consulting partners such as IBM
• Strategic partners such as GE
End Users N/A
Complementors Other GE partners, IBM, other software partners, Accenture
1. One of 12 exclusive outsourcing vendors or GE
Unique Competencies 2. Six-Sigma/CMM level-5 quality combined with China’s cost
advantage
(B) Business Dimension for Tier 4-“Body Shoppers”

Products Individual resources to supplement existing project teams and
fill skills gaps(transactional)
Services • T&M and retained resources for fixed time durations
• Provide specific technology development skills on projects
Customer IBM Japan, NEC
Channels Direct
• Consulting partners such as IBM
End Users Corporation
Complementors N/A
1. Consulting partnerships
Unique Competencies
2. Technology skill differentiation
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STRATEGYMANAGEMENT
(C) Value Proposition for Tier 1 -“Exclusive Partner”
Value Proposition Description

Element
Experiences Seamless extension of Client team with integrated culture, skilled
technologists with deep understanding of clients business.
Value Delivery • Dedicated client-focused team immersed in all aspects of client’s

Systems culture • Network integration to seamlessly extend client
environment
• Open communication of all relevant information on both sides

• Executive sponsor, CEO oversight, an full corporate reach
• CMM and Six-Sigma delivery methodologies for delivery
• Value added reselling of hardware and software for one-stop-
shopping
Value • Value gained by customer: Superior ROI, improved time-to-
Appropriation market, Security, Resource stability
• Value gained by Deltacom: Exclusive long-term relationship,
higher margins, predictable revenue
• Value shared by both: Shared IP, shared learning, shared risk
C) Value Proposition for Tier 2 -“Strategic /Integrated Partner”
Value Proposition Element Description
Experiences Integrated teams of skilled technologists

with deep understanding of client’s business
Value Delivery Systems • Dedicated client-focused teams fully
trained in clients methodologies
• Joint development plans
• Cross-training and periodic two-way
knowledge transfer
• Business Relationship Manager, CEO
oversight and full corporate reach
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STRATEGYMANAGEMENT
Value Appropriation • Value gained by customer: Superior ROI,

improved time-to-market, Security,
Resource stability, Shared risk, Continuous
improvement
• Value gained by DMK: Access to client
network as sales channel, credibility,
learning
• Value shared by both: Co-development of
shared standards and processes
(C) Value Proposition for Tier 3 -“Project Solution seeker”
Value Proposition Element Description
Experiences End-end-end delivery of a project with high

quality and competitive price
Value Delivery Systems • Structured processes and teams with high
quality of performance • Ability to quickly
ramp-up on clients business and culture
• Process for seamless transition at end of
project
• Dedicated project team manager with
executive oversight
Value Appropriation • Value gained by customer:
Experimentation , learning, flexibility,
reduced time-to-market, high quality, ROI
Value gained by DMK: Opportunity for long-
term relationship, ROI, learning •
• Value shared by both: Shared learning in
business domain and new technology
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STRATEGYMANAGEMENT
(C) Value Proposition for Tier 4 -“Body Shoppers”

Description
Value Proposition Element
Experiences Supplement team with individual resources
and fill gaps with skill expertise
Value Delivery Systems • Strong bench that can be tapped on demand

• Mix of skills and expertise
Value Appropriation • Value gained by customer: Resources of
demand and skills on demand
• Value gained by DMK: Opportunity to up-
sell, learning, improved bonding
• Value shared by both: Exchange of skills
(D) Bundle of competencies analysis
Systems Lock-In
Dominant Exchange
Exclusive Channel
Customer Integration
o
Total customer solution Low Cost
Horizontal Breadth Differentiation
Redefining Experience
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STRATEGYMANAGEMENT
Sr. No. Description Current Situation Desired Situation

1 System Lock In No Specific competency that Company has to set
create industry standard by competency skills for
the company. capturing the future market.
2. Low Cost Wage differential with Chinese wages are very low.
reference to US, Europe,
Japan & India.
A large pool of computer
Availability of Large pool of science graduate for long term
skill in that Area.
Expertise in managing in
Experience Leveraging sudden change in demand and
workloads & resource supply profitability
profitability.
3. Dominant No Specific competency Company should develop

Exchange that create strong bondage strong coordination expertise
creation with Tier 1 specialist in
China.
4 Exclusive One of few firms with low It is required to barrier the

Channel cost mainframe expertise. entry of new competitors
High Switching cost for It acts as barrier to the exit of
fully integrated clients. customer as highly tacit
knowledge acquired about
customer process through
long interaction also
5. Customer Dedicated Team, Experience It also allow the expertise

Integration in Outsourcing transferable to other function
Joint venture with IBM Due to this Company is able
to integrate some of
technologies of IBM with
their own application
6. Horizontal Mainframe & new language It strengthens the financial &

Breath expertise. Multiple industry insurance segment but slow
verticals development in other areas.
System development, testing Architecture & consulting
& maintenance
expertise is a new challenge
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STRATEGYMANAGEMENT
Sr. No. Description Current Situation Desired Situation

7. Redefining Processes & expertise at end Its provides very cost
Experience – to – end projects controlled atmosphere for
operation
8. Differentiations Japanese speaking personnel, The firm has to recruit local

IBM mainframe expertise person that can speak & are
familiar with the social &
business manner of China.
CMM5 Level of operation,
Six sigma approach for all It is necessary to maintain the
functions quality level of project & to
eliminate chance of any
redraft.
(E) Mission
Become the #1 provider of Business Process Outsourcing and IT Services in

China:
• Analyzing, designing, developing, deploying, and maintaining software systems

and solutions.
• Delivering the highest quality of service and unparalleled value
• Integrating seamlessly with complementary local service providers
• Servicing large and mid-sized corporations, government departments and non-
profit organizations
• Through experienced, passionate and hard-working associates driven to provide
outstanding service
• Focusing first on China, Japan and US and expanding next into Europe and
Latin American markets.
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STRATEGYMANAGEMENT
F) TRANSFORMATION REQUIRED
Sr. Scope Now Future

No.
1. Customer Primarily large corporations, Expand to include Service
Scope Government departments of providers at the high-end of the
China software services value chain.
2. End-User Scope Expand to include mid-sized
Large Corporations,
corporations, State and Federal
Government departments in
government departments, non-
China
profit organization
3. Channel Scope Direct, Joint Venture Exclusive offshore service delivery
partner-ships that allow white
labelling of Deltacom services
4. Complementor
Hardware and software Business Consulting, IT
product companies Strategy/Architecture consulting
Scope firms
5. Geographical Japan and China with limited U.S. and U.K. expand into
Scope presence in the U.S. countries where language of
business is non-English and where
cost of IT services is higher than
China. (Indian firms do not have
language advantage while China-
based firms have significant cost
advantage.)
6. Service Scope Lower end of software
Integrated service that captures the
services value chain:
entire value chain through strong
Application development,
collaboration with complementors
system integration, system
at the high-end of the software
conversation ,maintenance &
service value chain
support
7. Product Scope Technology base such as 1. Horizontal Application
J2EE framework, frameworks such as Portal toolkits,
Microsoft.NET framework, Content Management toolkits, etc.
etc. for rapid code 2. Solutions frameworks such as
development wealth management solutions for
financial services, employee
portals as HR solutions, etc. that
leverage competencies/expertise of
strategic and exclusive
8. Unique 1. High maturity in 1. Ability to build teams that
Competencies Software development can integrate to other service
process organizations
2. Six-Sigma certified 2. Develop professional
project and operations relationships with other culture.
managers 3. Develop technical
3. Low cost of China- knowledge of specific domain
based delivery
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STRATEGYMANAGEMENT
(G) Strategic Agenda: Quality Tests

Sr. No. Dimension Description
1 Comprehensiveness The agenda extends across all of functions services,

geographies and market segments including
geographies including customers, end users, channels
and Complementors.
2. Stretch Performance /measures for each thrust provide
achievable but stretched goals for the organization.
3. Monitoring and Milestones established throughout the process allow
control for continuous monitoring and change in strategy if
and as required.
4. Motivation The mission combined with clear strategic thrust

energizes the organization with a common set of goals
and flexibility to innovate and grow.
5. Vulnerability No material vulnerabilities have been identified at this
time. Aligning execution with this strategic agenda
time will be critical to the success of Delta Brake
(H) Strategic Agenda
Sr. Strategic Thrust Primary Secondary

No. Responsibility responsibility
1. Invest in people Train & VP HR CEO
motivate. Hire outstanding talent.
Develop strong design VP Operation CFO
capabilities.
2. Expand delivery & customer CEO VP Sales , VP HR, VP

support centre throughout china Marketing
3. Work with exclusive partners for CEO ,VP Marketing VP Sales

rapid response & operation. VP Operation
4. Develop engagement program of VP HR VP Operation

Deltacom team for better
understanding of Chinese culture
for easy flow of work
5. Strengthen the relationship with CEO CFO

the IBM for better understanding
& solution of customer needs. VP Operation
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SELF MANAGETEAM CONCEPT
Durga Industries Limited
OBJECTIVE OF CASE STUDY
The major objectives behind taking the project are outlined below.
SCOPE:
• The purpose of the project is to study the self managed team concept.
• What are the limitations & constraint during its realization
• How to measure the effectiveness of model?
Concept of self-managed team
The self-managed team or SMT is a special kind of team. It can be highly effective. It can
be phenomenally productive. And it is an autonomous entity. An entity with the endurance
and power of a machine and the cunning and adaptability of an animal.
A SMT isn't just a group of people working together but a genuine collaboration: A team
in the true sense of the word. And it is a team which is measured by its results, not the
performance of its individual members.
• Are more independent than other types of team

• Help to flatten organizational structure
• Handle intermediate levels of responsibilities.
OBJECTIVES OF TRAINING
1) To impart basic knowledge and skill to the new entrants and enable them to
perform their jobs well.
2) To equip the employees to meet the changing requirements of the job and the
organization.
3) To teach the employees the new techniques and ways of performing the job or
operations.
4) To prepare the employees for higher level tasks and built up a second line of
component managers.
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CRITERIA FOR MEASURING TRAINING EFFECTIVENESS:
1. Trainee’s reaction towards the objectives:

A training program can be evaluated in terms of trainee’s reaction to the objectives,
contents and method of training. In case the trainee consider the program
worthwhile and like it, the training can be considered effective.
2. Extent of learning:
The extent to which the trainees have learned desired knowledge and skills during
the training period is a useful basis for measuring the training effectiveness.
3. Behaviour of trainees:
Improvement in job behaviour of trainees reflects the manner and extent to which
learning has been applied to job.
4. Result of training:
The ultimate result in term of productivity improvement, quality improvement, cost
reduction, accident reduction, and reduction in labour turn over are the best criteria
for evaluating the effectiveness.
NEED FOR EVALUATION:

It is necessary to evaluate the extent to which training program have achieved the aim
for which they were designed. It would provide information effectiveness of training as
well as about the design of future training program. It helps to monitor and modify
such program in future
.1. QUESTIONAIRES: Comprehensive questionnaires are used to obtain options,

reactions and various views of trainees. A training evaluation form is formed and
circulated among all the trainees. The trainees fill in their responses asked in the form. The
responses are then analyzed and an evaluation of the training program is done.
2. TESTS: Standard tests are used to find out whether trainee has learnt practical aspects
of work during and after training or not.
3. INTERVIEWS: Personal interviews of the employees are conducted in order to find
usefulness of the training offered to operatives.
4. STUDIES: Comprehensive studies are carried out eluting the opinions and guidelines of
the trainer’s superiors and peer groups about the training.
5. FEEDBACK: A feedback report is prepared by evaluation at every stage of training.
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AREAS OF TRAINING
The areas in which training is offered can be classified into following categories:
KNOWLEDGE Employee is taught about a set of rules and regulations about

the job and products and services offered by the company
TECHNICAL SKILL Employee is taught a specific skill (e.g. operating a machine)

so that he can acquire that skill and contribute meaningfully
SOCIAL SKILL Employee is made to learn him and other develop a right
mental attitude towards the job, colleagues and the company.
ATTITUDE This involves molding of employee’s attitude towards

various on the job situations.
QUESTIONNAIRE FOR DATA COLLECTION:

AGE :- SBU : - GENDER (M / F):-
1. There is an up gradation in my skills during this training program:
(a)Strongly agree. (b)Agree
(c) Strongly disagree. (d) Disagree.
(e) Can’t say.
2. I feel confident due to my knowledge enrichment in these 3 months:
(e) Can’t say.
3. My attitude has changed during the training:
(e) Can’t say.
4. The teachers in the institute were effective in communicating their knowledge.
(e) Can’t say.
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5. The training aids provided during the training period were sufficient & helpful.
(e) Can’t say.
6. The coordination training was enough:
(e) Can’t say.
7. The time allotted to every subject was enough:
(e) Can’t say.
8. I feel improvements in my communication after the training:
(e) Can’t say.
9. There is improvement in my personality during the training program:
(e) Can’t
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1. The perception of SMT’s regarding up gradation of their skills.

Strongly Grand
GENDER Agreed % Agreed % Total
Female 13 43.33 0.00 13
Male 8 26.67 9 30.00 17
Total 21 70.00 9 30.00 30
Strongly Grand
AGE Agreed % Agreed % Total
18 Years 4 13.33 1 3.33 5
19 Years 6 20.00 3 10.0 9
20 Years 4 13.33 2 6.67 6
21 Years 6 20.00 2 6.67 8
22 Years 1 3.33 1 3.33 2
Total 21 70.00 9 30.00 30
Strongly Grand
SBU Agreed % Agreed % Total
Meter 11 36.67 4 13.33 15
T&D 10 33.33 5 16.67 15
Total 21 70.00 9 30.00 30
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2. The perception of SMT’s regarding knowledge enrichment in the 3 months :
Strongly Can't Strongly Grand

GENDER disagreed % say % Agreed % Agreed % Total
Female 1 3.33 0.00 10 33.33 2 6.67 13
Male 0.00 2 6.67 9 30.00 6 20.00 17
Total 1 3.33 2 6.67 19 63.33 8 26.67 30
AGE Strongly Can't Strongly Grand

Year disagreed % say % Agreed % Agreed % Total
18 0.00 0.00 4 13.3 1 3.33 5
19 0.00 2 6.67 6 20.0 1 3.33 9
20 0.00 0.00 4 13.3 2 6.67 6
21 0.00 0.00 4 13.3 4 13.33 8
22 1 3.33 0.00 1 3.3 0.00 2
Total 1 3.33 2 6.67 19 63.33 8 26.67 30
Strongly Can't Strongly Grand

SBU disagreed % say % Agreed % Agreed % Total
Meter 0 0.00 9 30.0 6 20.0 15
T&D 1 3.33 2 6.67 10 33.3 2 6.6 15
Total 1 3.33 2 6.67 19 63.3 8 26.6 30
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3. The perception of SMT’s about change in their attitude in the 3 months:
Can't Strongly Grand

GENDER say % Agreed % Agreed % Total
Female 2 6.67% 11 36.67% 0.00% 13
Male 2 6.67% 7 23.33% 8 26.67% 17
Total 4 13.33% 18 60.00% 8 26.67% 30

AGE say % Agreed % Agreed % Total
18 Years 1 3.33% 3 10.00% 1 3.33% 5
19 Years 0.00% 6 20.00% 3 10.00% 9
20 Years 0.00% 4 13.33% 2 6.67% 6
21 Years 3 10.00% 4 13.33% 1 3.33% 8
22 Years 0.00% 1 3.33% 1 3.33% 2
Total 4 13.33% 18 60.00% 8 26.67% 30

SBU say % Agreed % Agreed % Total
Energy
meter 2 6.67% 8 26.67% 5 16.67% 15
Transformer 2 6.67% 10 33.33% 3 10.00% 15
Total 4 13.33% 18 60.00% 8 26.67% 30
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4. The perception of SMT’s regarding communication improvement:
Strongly Grand
Female 11 36.67% 2 6.67% 13
Male 15 50.00% 2 6.67% 17
Grand Total 26 86.67% 4 13.33% 30
Strongly Grand
18 Years 4 13.33 1 3.33 5
19 Years 8 26.6 1 3.33 9
20 Years 6 20.00 0.00 6
21 Years 6 20.00 2 6.67 8
22 Years 2 6.67 0.00 2
Total 26 86.67 4 13.33 30
Strongly Grand
Meter 13 43.33 2 6.67 15
T &D 13 43.33 2 6.67 15
Total 26 86.67 4 13.33 30
Page
5. The perception of SMT’s regarding adequacy training aids:
Strongly Grand
Female 8 26.67 5 16.67 13
Male 13 43.33 4 13.33 17
Grand
Total 21 70.00 9 30.00 30
Strongly Grand
18 Years 2 6.67 3 10.00 5
19 Years 6 20.0 3 10.00 9
20 Years 4 13.33 2 6.67 6
21 Years 7 23.33 1 3.33 8
22 Years 2 6.67 0.00 2
Grand Total 21 70.00 9 30.00 30
Strongly
SBU Agreed % Agreed % Grand Total
Meter 11 36.67 4 13.33 15
T&D 10 33.33 5 16.67 15
Grand Total 21 70.00 9 30.00 30
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6. The perception of SMT’s regarding co-ordination :
Strongly Grand
Female 4 13.33 9 30.00 13
Male 6 20.00 11 36.67 17
Grand Total 10 33.33 20 66.67 30
Strongly Grand
AGE Years Agreed % %
Agreed Total
18 2 6.67 3 10.0 5
19 2 6.67 7 23.3 9
20 2 6.67 4 13.3 6
21 4 13.33 4 13.3 8
22 0.00 2 6.67 2
Grand Total 10 33.33 20 66.6 30
Strongly Grand
Meter 5 16.67 10 33.33 15
T&D 5 16.67 10 33.33 15
Grand Total 10 33.33 20 66.67 30
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7. The perception of SMT’s about time allotted to each subject was enough.
Dis- Can't Strongly Grand

GENDER agreed % say % Agreed % Agreed % Total
Female 2 6.67 2 6.67 9 30.00 0.00 13
Male 1 3.33 4 13.33 11 36.67 1 3.33 17
Total 3 10.00 6 20.00 20 66.67 1 3.33 30
AGE Dis- Can't Strongly Grand

Years agreed % say % Agreed % Agreed % Total
18 0.00 1 3.33 4 13.33 0.00 5
19 1 3.3 1 3.33 7 23.33 0.00 9
20 1 3.33 1 3.33 4 13.33 0.00 6
21 1 3.33 1 3.33 5 16.67 1 3.33 8
22 0.00 2 6.67 0.00 0.00 2
Total 3 10.00 6 20.00 20 66.67 1 3.33 30

SBU Disagreed % say % Agreed % Agreed % Total
Meter 2 6.67 2 6.67 11 36.67 0.00 15
T&D 1 3.33 4 13.33 9 30.00 1 3.33 15
Total 3 10.00 6 20.00 20 66.67 1 3.33 30
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8. The perception of SMT’s about improvement in their communication.

GENDER say % Agreed % Agreed % Total
Female 1 3.33 7 23.33 5 16.67 13
Male 0.00 12 40.00 5 16.67 17
Total 1 3.33 19 63.33 10 33.33 30
AGE Can't Strongly Grand

Years say % Agreed % Agreed % Total
18 0.00 4 13.3 1 3.33 5
19 1 3.3 4 13.3 4 13.33 9
20 0.0 4 13.3 2 6.67 6
21 0.0 5 16.6 3 10.0 8
22 0.0 2 6.67 0.0 2
Total 1 3.33% 19 63.33% 10 33.33% 30

SBU say % Agreed % Agreed % Total
Meter 0.00 11 36.67 4 13.33 15
T&D 1 3.33 8 26.67 6 20.00 15
Grand
Total 1 3.33 19 63.33 10 33.33 30
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9. The perception of SMT’s about improvement in their personality.
Strongly Grand
Female 10 33.4 3 10.0 13
Male 11 36.6 6 20.0 17
Grand Total 21 70.0 9 30.0 30
Strongly Grand
18 Years 4 13.33 1 3.33 5
19 Years 4 13.33 5 16.67 9
20 Years 5 16.67 1 3.33 6
21 Years 6 20.00 2 6.67 8
22 Years 2 6.67 0.00 2
Grand
Total 21 70.00 9 30.00 30
Strongly Grand
Energy meter 11 36.67 4 13.33 15
Transformer 10 33.33 5 16.67 15
Grand Total 21 70.00 9 30.00 30
Page
FINDING, INFERENCES AND RECOMMENDATION

In our research process, the effectiveness of training imparted to the SMT’s is measured on
the basis of 10 different parameters. On the basis of data collected on these parameters we
found the following results:
1.) Skill up gradation:
All the SMT’s are either agreed or strongly agreed on this statement.
2.) Knowledge enrichment:
91% of people are agreed at this point.
3.) Attitude change:
87% people feel change in their attitude after training.
4.) Communication effectiveness of teachers at institute:
All SMT’s are satisfied with the teacher’s effectiveness.
5.) Content covered:
Only 75% SMT’s feel that the whole content was covered during the program.
6.) Good training aids :
All are agreed at this point.
7.) Full co-ordination:
All are agreed to this statement.
8.) Time adjustment:
There were only 73% of people who are easily adjusted with the timing of training
program.
9.) Knowledge gained & expected knowledge:
Only 60% of SMT’s feel that knowledge gained by them & expected knowledge is
equal.
10.) Proper time allocation to each subject:
70% are agreed to this statement.
Conclusion:
The effectiveness of training imparted to SMT’s measured from the fact that the SMT’s are
very well trained on different aspects. It provide them a good learning opportunity,
improvement in personality & increasing employability skill
For the company it acts as long term investment in the building of talent pool.
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C A S ESTUDY

>SELF M AN A GEDTEAMCONC EPT

>C ase Study -3

>C ase Study -4

REGIS TRATION NUM BER : 2007XXXXX

The major participants of projects are enlisted below.

(1) Exclusive Partner (2) Integrated Partner

(3) Project Solution seeker (4) Body Shopper

> (A) PARTNERS SEGMENTATION

> (B) BUSINESS DIMENSION FOR DIFFERENT CUSTOMER

> (C) VALUE PROPOSITION FOR DIFFERENT CUSTOMERS

> (D) BUNDLE OF COMPETENCE S ANALYSI S

> (E) MISSIO N O F BUSINESS

> (F) STRATEGIC TEST

> (G) SCOPE OF TRANSFORMATION

> (H) STRATEGIC AGENDA

PROCESS OF FORMULATION OF STRATEGY

OPERATIONAL EXC EL LENC E INNOVA TION

FINANCIAL EVALUATION & MATCHING

TCS ---- TOTAL CUSTOMER SOLUTION

SLI – SYSTEM LOCK IN

(A) Partner Segmentation

Tier 1: Exclusive Partner

(B) Business Dimension for Tier 1 -“Exclusive Partner”

Products Critical partner to client providing highly integrated, customer

Customer Dimension Description

(B) Business Dimension for Tier 3 -“Project Solution seeker”

Customer Dimension Description

(B) Business Dimension for Tier 4-“Body Shoppers”

(C) Value Proposition for Tier 1 -“Exclusive Partner”

Value Proposition Description

Value Delivery • Dedicated client-focused team immersed in all aspects of client’s

• Open communication of all relevant information on both sides

C) Value Proposition for Tier 2 -“Strategic /Integrated Partner”

Value Proposition Element Description

Experiences Integrated teams of skilled technologists

Value Appropriation • Value gained by customer: Superior ROI,

(C) Value Proposition for Tier 3 -“Project Solution seeker”

Value Proposition Element Description

Experiences End-end-end delivery of a project with high

(C) Value Proposition for Tier 4 -“Body Shoppers”

Value Delivery Systems • Strong bench that can be tapped on demand

(D) Bundle of competencies analysis

Total customer solution Low Cost

Horizontal Breadth Differentiation

Sr. No. Description Current Situation Desired Situation

3. Dominant No Specific competency Company should develop

4 Exclusive One of few firms with low It is required to barrier the

5. Customer Dedicated Team, Experience It also allow the expertise

6. Horizontal Mainframe & new language It strengthens the financial &

Sr. No. Description Current Situation Desired Situation

8. Differentiations Japanese speaking personnel, The firm has to recruit local

Become the #1 provider of Business Process Outsourcing and IT Services in

• Analyzing, designing, developing, deploying, and maintaining software systems

Sr. Scope Now Future

(G) Strategic Agenda: Quality Tests

1 Comprehensiveness The agenda extends across all of functions services,

4. Motivation The mission combined with clear strategic thrust

(H) Strategic Agenda

Sr. Strategic Thrust Primary Secondary

2. Expand delivery & customer CEO VP Sales , VP HR, VP

3. Work with exclusive partners for CEO ,VP Marketing VP Sales

4. Develop engagement program of VP HR VP Operation