Operations improvement services.

Technology does not improve things automatically; it requires intelligent application. We assist customers to design NextGen operating model with an integrated critical functional collaboration and new age delivery framework where people, process, tools & technology, capital, risk & governance, and performance measurement functions come together to continuously improve resilience and performance of tech operations contributing to sustained reduction of unit cost of service delivery related to business outcomes. We help operating model and operations to take advantage of tech enabled productivity by streamlining relevant resources, eliminating waste, and preventing waste creeping, improving utilisation, embedding quality, applying innovation & automation efficiency across common and repetitive activities, maximising cost-effective alternative technologies, and intelligent multi-vendor collaboration.

Our Intelligent Operating Models based on new age delivery that can deliver next frontiers in operational excellence and cost leadership. Most current IT assets and IT operators work on classical binary system in the form of one or zero, however intelligent human assets combined with intelligent models will be able to process information differently which can be zero and/or one at the same time as an information wave. Intelligent operating model therefore takes into consideration SKU driven meritocratic hierarchy where thinkers and doers come together akin to a quantum computer than a traditional computer and manage things proactively, self-correction programs can face adversities and uncertainties to a certain extent within elastic band and adapt without being impacted negatively (improve resiliency). Tribal practice and experience will not be sufficient to design this, it requires ability that comes from diversified experience, creative intelligence, and drive to change.

Our POV: Organisations have been spending a lot of capital and human resources on tech modernisation, cloud, digital, CX, cyber security, automation, application portfolio optimisation, offshoring etc. and its operations by retrofitting / tweaking archaic operating models aligned to decades old standard technology operating model. Modern tech organisations have not only evolved their target operating models but also continuously optimise operating models aligned to changing business model and technology landscape thereby realising industry leading cost efficiencies and higher business benefits from their tech operations without compromising quality or risk profile.

We believe operating model should not be based on a budget year after year, then it becomes artificial line to retrofit, it ‘should be based on grounds up and OPTIMAL BEST MODEL, then it’s not focussed on budgets to manage ops model but on ops optimisation and cost to run optimised operating model with focus on business KPI’s and technology SLA’s.

Now a days most large and medium size organisations operations cover digital tech stack, IT & cloud infrastructure, software defined networks, hybrid applications portfolio and distributed workforce across operations that consume a large % of IT budget and largely focus on keeping lights on and delivering small changes, even adoption of Agile Methodology and DevOps have not delivered expected return on investment like cost efficiency, productivity gain, and quality advantage that is synonymous with leading successful tech organisations. Standard Operating Models largely dependent upon suppliers, non-differentiating fixed and variable tech assets, siloed people skills, resource management and YoY cost reduction rather than new age intelligent delivery focussed on asset utilisation efficiency, people productivity, continuous improvement, higher resiliency, and industry leadership in life cycle operating cost optimisation.

For example, every large auto company with access to huge capital resource knew the importance of electric cars, yet none went ahead with it till Tesla took the lead, proved it, and achieved early movers’ advantage. Fear of losing out on current business success and operating model where huge capital and resources are invested, prevent many organisations to look at new, innovative futuristic options. it’s not the quantity of resources big companies and governments can throw is a constraint it’s the small bunch of committed, talented, passionate people who are focussed on doing things different and willing to take the risk to make things happen and that’s the scarcity and the constraint.