Anything that can be automated, digitized or virtualized will shape the New Code Of Work. Companies of the future will rely on this code for adaptability, agility & customization. But must never forget that we are dealing with people - and thus culture and leadership will remain paramount. Anand Kripalu MD & CEO, Member Diageo Global Executive Committee

The future may be powered by AI but it has to be tethered in human values, it’s why a human-centred approach is needed for the future of work. While technological disruptions will continue to accelerate the pace of change, initiatives like the New Code of Work Awards & Compendium offer a chance to reflect and chart out a map for the future. Deep Kalra, Founder & Group CEO, MakeMyTrip

Youth is to be kept in the center while we talk about the future of work. For them the workplace is not about following rules. It is about providing meaning to their work. Youth can be connected and engaged with their work only if they see a purpose. Providing a highly learning , growing and meaningful engagement for building a socially responsible and environmentally conscious company can alone attract and keep talent in the future. Radha Ahluwalia Jury Chair, New Code Of Work Awards

The world of work has seen many resolutions from the date of industrial revolution till today lead by Technology and Automation. AI and machine learnings are likely to trigger in new revolution leading to greater productivity, increased efficiency and more convenience . However, organisations need to learn, adapt and re orient their mindset to benefit from the emerging technologies. The New Code of Work Awards & Compendium is a unique initiative that offers a platform for mutual learning and dialogues in the space of work. Dr. Santrupt Misra Director, Global H.R. & CEO, Carbon Black Business at Aditya Birla Group A W

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TABLE OF CONTENTS 10 09 31. Yara Fertilizers 30. TapChief 29. Srijan 28. SonyPictures Network 27. ShubhamHousingFinance 26. Sheroes 25. SiemensHealthineers 24. RocheDiagnostics 23. Prestige Group 22. Nestle 21. NearbyTechnologies 20. Mphasis 19. Mondelez 18. Marico 17. Larsen&Toubro 16. KayaClinic 15. Ixigo 14. Indegene 13. Hexagon Case Studies Thank YouPartners About Us Pg-75 Pg-71 Pg-67 Pg-63 Pg-140 Pg-139 Pg-135 Pg-131 Pg-127 Pg-123 Pg-119 Pg-115 Pg-111 Pg-107 Pg-103 Pg-99 Pg-95 Pg-91 Pg-87 Pg-83 Pg-79 Foreword

A new world is upon us. A world where cycles of change see around corners will be a core need; as will the ability to will be multiple and simultaneous, where opportunities for thrive, joyously, in this reality of constant change. The the well prepared are in quantum measure, but so also is ballparks of efficiency and effectiveness, of productivity risk for those less nimble, less adaptable. Over the course of and performance, will continue to rise. the past eight weeks, the Jury of the New Code of Work Awards reviewed close to 200 nominations across The Awards are a wonderful recognition of excellence; this categories to identify the other side of this new world. A compendium of leading case studies reflects the sincerity of brave side, a prepared side, a side excited by the fact of endeavour palpable across Indian industry as it comes truly change and determined to win through paradigms of of age to seize opportunity within India and across the agility, of supple organisational design and inspired world. I commend PeopleStrong and Wheebox for starting leadership. this journey and on behalf of my co-jurors, congratulate both the participants in this first edition and our winners. The 21st century belongs to technology and innovation; Ultimately, at the level of nations, collective excellence is even more, it belongs to humans, to the humane. From the what defines our place in the international league. Whilst entries to the Awards, it is apparent that India’s industry is ‘firsts among equals’ must be identified and fêted as responding to both. Even as sectoral nuances remain exemplars, it is this big swell of excellence that will drive our significant, business across industries is using technology as country forward, learning as we go, and moving at all times, a core accelerator. What is remarkable, however, is how onwards, taking communities and teams with us. organisations are now learning truly, to ‘listen’, to consumers and customers but even more, to their own teams and external communities. Leaders strike gold when they are able to use the energy, egalitarianism and thinking of the millennial generation and yet, respect the wisdom of experience. Organisations win when they take communities with them – social responsibility is not a regulatory demand; for India’s winning companies, it is quite simply, a fact of core culture.

We stand at an amazing inflection point. How organisations now create systems and cultures that are fluid, accepting and yet, robust with leaders standing among teams and not ahead of them, will define how Radha Ahluwalia much further we will rise. Little will be easy – geo-political Jury Chair, New Code Of Work Awards and political shifts are significant, regulatory changes constant, and economic volatility relentless. Being able to

01 Acknowledgement

The future of work and what it would look like has been a the first year of the initiative and highlighting the stories topic of debate for years now. It has been a vision, which which are truly inspiring. We would also like to thank our many of us created basis our imagination and because of process partners EY and Wheebox’s team of expert which the Future of Work continued to be just that -a psychometricians who worked with the jury in the concept. However, if we were to look around in the last process.We also thank all the participating teams, who few years, the new way of working had already creeped spent hours introspecting on their best practices and into our work and life styles. The quest to bring these submitting the forms on time. changes to the forefront and paint the real picture of work New Code of Work is not merely an award. It is a movement of the future gave birth to -The New Code of Work. It is our about how the world of work is changing. While we cover 31 version of this transformation the industry as a whole was organizations this year, we hope that in the coming years, going through. When we started talking about the New the New Code of Work Compendium will become a symbol Code of Work, we were only exploring what it means, what of futuristic work and talent practices across Asia and all of would the future of work look like, and more importantly, us will contribute towards making it a true reference point. how would the organizations change to be future ready. With immense pride we present to you the first edition of the But as we delved deeper into the subject we realized that compendium, and also promise that in the coming years we the interpretation of this code varied and so did its will make this initiative bigger, and better. manifestations in any industry or organisation. Interestingly, there were trail blazers across industries who were already Happy Reading! setting benchmarks in this area. These truly unique efforts, while playing a central role in making organizations successful, unfortunately are not the norm. A lot of organizations continue to struggle with managing their businesses in this state of flux. There was an urgent need for a compendium of best practices that would act as a guiding light towards creating Future Ready Enterprises which crystallise the New Code of Work to life. The New Code of Work compendium is our first attempt in this direction and collates knowledge from the best of the bests. Teams across the country have shared their insights and it is indeed a rare piece of work that offers a view into how the future of work will look like. Pankaj Bansal Nirmal Singh The endeavor has been led with a lot of love & sweat and Co-founder & CEO, Co-founder & CEO, we would like to thank our fiercely Independent jury led by PeopleStrong Wheebox Radha Ahluwalia, (Chair, New Code of Work Awards) who helped by going through 200+ nominations we received in

02 What is the New Code Of Work?

We are at a crossroad, where saying “The world is changing” would be an understatement. The world has changed, every plane of life is shifting because of it. Some dramatically visible, others, morphing into a trend, evidently becoming a force of quantum change. Great leaps in technology, followed by daunting climatic catastrophes are making people, government and corporations rethink their priorities and strategies.

While external factors continue to shape and transform the landscape, organizations are undergoing an internal metamorphosis, driven by a digitally native millennial workforce. Newer forms & structures are emerging forcing companies to adapt and move faster than ever before. Why this The workforce now demands ‘meaning at work’ and expects their work to add value to their well-being. The Compendium? ‘gig’ economy is here to stay and affords possibilities hitherto unforeseen. Decentralization, along with Recognition of stellar efforts to build institutional robustness technology is making the world even flatter and killing to win is important, but these Awards, their process & the distance in the process. compendium have a higher, even, nobler aim- to create a set of insights and approaches that India’s most This century will be the defining point for an upcoming sustainable, most aspirational businesses are bringing to revolution that will transform the future of work. As we build bear on their strategies. the organisations of the future, identifying the core attributes of that future itself is hard, acting on them harder This is the first edition of an institutionalised process to still. Thus, in recognition to the commencement of such a create an archive of these interesting times and how revolution, we present The New Code of Work business organizations are electing to respond. The New Compendium. It is a compendium of thoughts shared by Code of Work (NCOW) compendium seeks to identify and the greatest leaders of our times, on what the future of highlight how thought leaders across corporate India are work may behold. scripting this new wave of future ready organizations.

03 The Award Categories

1. Large Multinationals: Companies with presence in at least 5 countries (covering at least THREE continents) and an annual revenue of more than 5,000 Cr INR. This encompasses firms which are Indian and Foreign in origin. 2. Large Enterprises: Companies headquartered in India, with an annual revenue of more than 1000 Cr INR

3. Mid-Size Enterprises: Companies headquartered in India, with an annual revenue that ranges between 30Cr – 1000 Cr INR. 4. Start-ups: Companies headquartered in India that have existed for a minimum of 3 years and maximum of 8 years of business and have crossed the annual revenue mark 3 crore INR (minimum).

New Code Of Work Award Parameters While organizations adjust to repercussions of the 4th industrial revolution the world has seen, there is a huge focus on being ready for the Future of Work. From skills landscape to leadership development and technological advancements, change is imperative in almost all the functions. This created a unique challenge for the awards, to identify the key parameters which will drive the change. As the organisations of the future are envisioned and built, identifying the core attributes of that future itself is hard. Acting on them harder still. How teams innovate, what are the focus areas treated as opportunities, and how leaders lead and prepare the next generation of people will all transform in this most definitive of centuries in modern world history. After careful consideration, four (4) key parameters were shortlisted along with, four (4) categories. Organisations that epitomize the New Code of Work Awards are acknowledged and recognised based on thought leadership and excellence, illustrated in the following areas:

04 The New Code of Productivity

Hallmarked by massive increases in productivity, industry today is led by technology and increasingly skilled teams that deliver products and services faster, better, and cheaper. The New Code of Work expects focus on the ‘how’ of this productivity.

How will productivity be driven such that improvements are quantum but without strain How productive teams translate into happy teams; that it includes knowing how to let go rather than slog away How productive teams involve a true focus on Research & Development and upskilling, and that it seeks out individual brilliance and expand that into team and corporate paradigms.

The New Code of Future Readiness

As technologies, demographics and governments accelerate this trend, what was the future yesterday becomes the present and even sooner the past. The New Code of Future Readiness encompasses numerous core areas viewed through a dual focus on short & long terms initiatives.

Strategy initiatives that take the top down approach for various timelines People readiness and their development to accept, adapt, and prepare for the future The agility & malleability with which organizational structures change to support the above two.

The heart of tomorrow’s organisation, ‘readiness’ will occupy pole position where short-term wins will naturally dovetail into long-term success on the plinth of visionary agility.

05 The New Code of Leadership

Leadership. Eternal. Ever changing. Leadership works on a continued paradigm, yet with new manifestations. Leaders who are inspirational, collaborative, visionary, empathetic and focused are not just found. They are created and moulded. The New Code of Leadership views leadership from different tangents.

What defines the ‘successful’ leader who will take us into tomorrow? The New Code of Work needs leaders at the helm and yet, leaders strewn across the business, individuals but melded into a collective whole that is infinitely the better for their presence. How are organizations developing this second line of command?

The New Code of Bringing Meaning at Work

Purpose and meaning. Arguably the two biggest quests for mankind in the 21st century. At work, this translates into creating brand, experience talent, and organizational structures that respond to this fundamental need of talent the world over.

The New Code of Work is driving meaning at work through processes, experiences and a value system that places higher purpose and deeper meaning at the core of organisational philosophy.

06 Methodology The New Code of Awards followed a stringent process to identify the best of the bests. The process included-

Nomination

Detailed Level Form

Screening & Shortlisting

Award Presentation

1. Nominations 2.Detailed Level Form The nominations were accepted by invite, and At this stage, the organizations were required to fill out a organizations confirmed their participation for the awards detailed assessment form. The form comprised of a by filling in an online nomination form. A survey audit team detailed questionnaire covering the four parameters of reviewed the nomination forms for information completion the New Code of Work awards, namely: and applicability in the selected category. The awards acknowledged and recognized organizations for innovative and effective business practices to be future-ready. Which involved one or more practices over the years and not restricted to FY 2019-2020. Productivity Bringing Future Leadership Meaning at Readiness Post this step, the nominees were asked to fill in a detailed Work illustration form as the second step of the evaluation Organizations could participate in any one of the process. parameters by submitting one (1) form or more by submitting the equivalent number of forms.

07 3. Screening & Shortlisting An initial screening of the received detailed assessment forms was carried out in which Incomplete and incorrect category nominations were filtered out, and further data was validated. EY was the process partner in the entire evaluation process. Shortlisting of best nominations per award category (subject to conditions like the total number of received nominations) was done through Jury deliberations in conjunction with Ernst & Young. The shortlisted companies were chosen based on their detailed form and a clear demonstration of excellence in execution in the area they chose. The short-listing was done basis a number of quantitative and qualitative criteria. These are broadly described below:

Business Growth and Performance Clarity of Direction Key Initiatives Taken Investments made Innovative practices Digital Approach Structures and Processes in place Outcomes delivered

4. Awards presentations The awards honourees selected as per this process, which was a combination of research, and jury deliberation, were declared at the Workfest 2020, a gala evening scheduled on 6 February, 2020.

08 Jury Members The New Code of Work Awards are adjudicated by an esteemed Jury, supported by the process partner, Ernst & Young and a rigorous internal panel.

09 Amarjit Singh Batra MD, Spotify India Amarjit had prior experience at big e-commerce players like e-bay and OLX India. Amar was awarded ‘Marketer of the Year’ (e-commerce) by International Advertising Association (India Chapter) in 2015. In 2014 he was awarded the IDMA Digital Person of the Year. He was also on the 2012 and 2013 ‘IMPACT Digital Power 100’ list, which recognizes the most influential leaders in the Indian digital space.

Anand Kripalu MD & CEO, Member Diageo Global Executive Committee With over 30 years of experience in the Indian consumer goods market, Anand Kripalu was formerly the President, India and South Asia at Mondelez International, and Managing Director of Cadbury India. He is the Member of the Board of Governors, Indian Institute of Management, Jammu and has been on the Managing Committee of the Bombay Chamber of Commerce and Industry. He is currently also on the National Executive Committee of FICCI.

Deep Kalra Founder, MakeMyTrip The pioneer of online travel in India, Deep Kalra founded MakeMyTrip in April, 2000. Under his stewardship, MakeMyTrip has become the largest online travel company, as well as the largest e-commerce business in India.

10 Dr. Santrupt Misra Director, Global H.R. & CEO, Carbon Black Business at Aditya Birla Group An HR professional and a business leader of standing for over 30 years, Dr. Misra has worked at board level for close to two decades in several companies, and non-profit organisations in India and overseas. He is an Independent Director on the board of ONGC; Chairperson of the Board of Governors of National Institute of Technology, Rourkela; and a part of the managing committee of Aston Business School Advisory Board (UK) and the board of Xavier’s Institute of Management, Bhubaneswar.

Renuka Ramnath Founder, MD and CEO, Multiples Alternate Asset Management Ranked amongst the most powerful women in India, Renuka Ramnath is the Founder MD and CEO of Multiples, India’s leading PE fund. She is the chairperson of Tata Communications and PeopleStrong and is on the board of various leading organisations such as PVR.

Radha Ahluwalia Jury Chair, New Code Of Work Awards Former Managing Director of IMA India, Radha has over two and a half decades created and led CXO business Intelligence networks across the country. A renowned name in the CXO community of India, she has been the guiding light and advisor in bringing this initiative to life – right from conceptualisation to execution.

11 Case Studies

12 A company that is the league of Fortune 500, this Mumbai-based multinational conglomerate is valued at $48.3 billion. With 120,000 employees spanning across 42 nationalities, it is the third-largest Indian private sector company established 163 years ago in 1857. The company has successful businesses in a variety of fields like fibre, metals, cement, telecom, financial services, brand apparel and more. It has interests in brands like UltraTech cement, Vodafone India, Century Textiles etc. that have earned an unshakeable reputation in India and abroad.

Winner Productivity Aditya Birla Capital

13 Our world is changing at a rapid and unprecedented pace. At Aditya Birla Capital, we are investing in our human capital and creating a nimble, adaptive and digital culture that is geared up to deliver higher productivity and is ready to meet the demands of the future.

Subhro Bhaduri, CHRO, Aditya Birla Capital

14 New Frontiers in When it comes to Capability Building, the team has stepped up to the challenge of seizing growth Productivity opportunities. A major initiative is the number of Talent and technology are the key drivers of productivity in interventions to enable productivity improvement of its today’s constantly evolving world. Aditya Birla Capital, a sales force across business units. For this, a detailed analysis people intensive B2C company selling financial products, of earnings data, customer feedback, stakeholder has harnessed these factors among others to make interviews and performance reviews were conducted. productivity a dominant metric of performance. Structured interventions were rolled out, and steps such as log-in and reduction in rejection ratios were measured for With a well-defined vision, strategy and R&D investment effectiveness. plans, it is set to improve efficiency in a scalable manner. For Aditya Birla Capital, it all starts with a definition and an Finally, for Operational Efficiency, a number of efforts were objective, followed by mission-critical execution to deliver made to streamline workflows and reduce manual results. processes. The VEGA 12 x 12 project focused on the customer for faster complaint resolution through speedier decision making, empowerment and de-layering. Speed of expansion, tie-ups, investor education programs and Defining Productivity, lead conversion were improved. Now and in Future With close to half of the operating costs related to manpower, a strong mechanism to track ROI is essential. Productivity Enhancement Various input/output ratios are used to measure this. The Drivers ratios relate to revenue/cost, profit before tax, the number of new and active distributors, and the size of the customer Further steps to accelerate the rate of productivity came in base. the form of identifying specific and powerful drivers of performance. They are used in conjunction with the employee cost and headcount to arrive at a desirable outcome. There was a Recreated Data Lab to study productivity data for the last three years with links established between productivity metrics. Productivity dashboards and trend analyses were designed and rolled out for visibility and A Strategy and Vision traction. Massive volumes of customer data were for Increased Productivity managed and interpreted.

By 2025, Aditya Birla Capital aims to acquire 20 million Benchmarks and high-mid-low buckets were created and customers, with four products per consumer, and revenue tracked, and performance data was thoroughly analyzed of INR 25,000 crores. To achieve this inspiring goal, three and redesigned. An alignment of incentive schemes was broad strategies are being adopted. also carried out, in line with a unique Birla working style to boost customer retention and loyalty. First, in Digital Transformation, the focus is on expanding the digital footprint and improving adoption. This includes Scorecards were set up for salespeople to extract customer-centric technologies like voice and maximum output from the bottom quartile, with initiatives conversational UI, apps, and social media platforms such such as a WhatsApp groups to drive learning journeys. as WhatsApp. Digital initiatives are rolled out, keeping in Overall, operations were aligned with the ABG Sustainable mind the value drivers of Revenue, Customer Advocacy, Business Framework, which included valuable e-learning Distributor Advocacy, and Scalability & Cost Efficiency. courses and capacity utilization models.

15 Investment in R&D and Meeting Future Challenges Innovation Boosters Productivity is a moving target. It needs to be constantly The technology and digital spends across ABC were redefined and acted upon. As such, there were three approximately INR 250 to 300 Cr -- that is, 2% of the issues identified. revenue. Much of this boosted productivity by delivering the latest technology needed for growth. 1. The averaging issue, which masks the low performers 2. Measuring only output metrics and ignoring input On the innovation front, one way to fast track progress was the BizLabs initiative which collaborated with 3. Internal benchmarking vs External benchmarking ground-breaking FinTechs. It was set up to leverage their potential, adopt innovative solutions and create win-win Statistical curves were applied across employees to track situations. how productivity was manifested irrespective of high/low performance. Employees were segmented, and This harnessed capabilities like artificial intelligence, measurement and improvement interventions applied. machine learning, big-data analytics, cloud computing, and smart automation. These were developed keeping in To enhance engagement, stress was laid on a company mind sharp value propositions, improving delivery and culture in which people develop a sense of belonging and service quality and increasing process efficiency and feel supported. Clearly articulated values, as well as scalability. recognition, were important elements. Over 570 innovative start-ups applied to address 17 Another challenge was keeping with changing regulatory problem statements, including 40 overseas entries. About mechanisms related to the privacy of data as well as 100 start-ups were selected, with 16 winners who are now security. Behavior is constantly assessed for ethical and conducting pilots, which will be of considerable help in lawful actions. assessing the impact of new technologies and interfaces.

Creating and Consolidating Putting Productive Organisational Productivity Skills Structures in Place

A key aspect of boosting productivity now and in future is A pilot project currently in the Life Insurance business unit is that of upskilling within the organization. Aditya Birla measuring performance based on value and volume. Capital is taking great strides here in both sales and There is a balance between increasing revenue and non-sales functions. expanding distribution network. The productivity improvement of our salesforce is an A capacity utilization model is also applied to decide important driver. The sales team comprises 80% of the deployment in units. This will help the organization build workforce, and detailed diagnostics were conducted to capacity, track and improve utilization, and reduce costs. identify critical areas/skills, and concerns. Then, detailed Moreover, roles are clearly defined, with specific training and coaching programs and incentive accountability as well as performance goals and mechanisms were put in place. performance incentives. For non-sales personnel, a detailed Operations Development Architecture was created to focus on necessary skills, with constant updating and feedback.

16 How Technology Collaborating and Productivity Go for Better Productivity Hand in Hand Collaboration is a key element in enhancing productivity. There is a clear focus on expanding and leveraging the To help different departments collaborate, the following digital footprint both internally and externally. For opportunities were provided: example, a web-based career progression/management application for the frontline sales team has the following Cross-functional teams were a part of the digital features: immersion visit to China, Hong Kong and Europe to study how companies are overcoming challenges. Lessons Performance automation: This enables real-time learnt involved the use of tech, customer delight, performance updates and sales progression. A mobile developing talent, and distributor journeys. app tracks performance against goals. Updating of basic profile details is also possible. Managers can check performance at the branch, region, zone and Regional Business Forums are also being conducted in country levels. every location for employees to interact, collaborate and take our vision and mission ahead through every Automation of productivity dashboards (under process): branch. The reporting of productivity numbers segmented as High-Mid-Low is to occur every month. Supervisors can track and derive action plans to improve productivity.

In other activity, there’s a single platform with multi-tenant architecture to enable a smooth flow of information and access. Queries are handled by a chatbot, reducing the need for manual intervention.

Rewarding Motivated, Productive Individuals

Productivity is boosted by the actions of motivated individuals, and the ABC Inspiration Awards is one of the strategies to recognize and reward such behavior. The Champions Awards recognize the contributions of employees who replicate the best processes and deliver superior employee and customer service. Other awards reward out-of-the-box thinking as well as ideas with measurable business impact and those that go beyond expectations for results. Another initiative for employees to share breakout ideas is the Shark Tank. The top three ideas selected on these sessions are funded, and employees can transform into intrapreneurs.

17 Learning from and Overcoming Failure

In the journey to better productivity, there are speed breakers, and the trick is to learn from them and emerge ahead of the curve. One example is the Sales Buddy App to drive automation. Uptake was low because of the absence of robust mapping data, poor visibility of inputs, lack of mobile optimization as well as a few glitches. Rather than giving up, these challenges were analyzed in detail and a new, successful version was created.

18 Ashok Leyland is an Indian automobile company founded in 1948 that employs more than 11,000 people and is owned by the Hinduja Group. Having a net worth of around 83 billion rupees, it is the second-largest commercial vehicle manufacturer in India. Headquartered in Chennai, India, it is also the fourth largest buses manufacturer and the 10th largest trucks manufacturer in the world.

Winner Large Enterprises Ashok Leyland

19 A Culture that fosters rapid capability development, managing the millennial workforce, creating robust leadership pipeline, engender diversity and inclusion will sustain against all possible business adversities.

Vipin Sondhi, MD & CEO, Ashok Leyland

20 Remarkable Achievements Disruptive learning programs in Leadership & Productivity at various levels The reverse mentoring program allows the youngest to Founded in 1948, Ashok Leyland is India’s second-largest teach the oldest. This tipping the organization upside commercial vehicle manufacturer, fourth largest bus and down has instigated powerful results such as a better 10th largest truck manufacturer in the world. With understanding of the company’s vision & mission, headquarters in Chennai, it is owned by Hinduja Group, increasing millennial retention, achieving strategic goals have 11,000 employees, and a net worth of around 83 faster, fostering inclusivity, and maintaining a competitive billion. edge through technological advancement. It runs on the motto ‘your success, our success’! People’s development has always been the foundation of the Junior Level: The ‘Graduate Engineer Trainee (GET) company. With its various learning programs, leadership Program’ focuses on enhancing the leadership skills in development frameworks, and 100 CEOs plan, the fresh graduates. It prepares them to be eligible for the company has envisioned a strong pipeline of future P&L ‘Young Talent Program (YTP)’ which is a self-mastery leaders whose significant efforts have helped achieve developmental plan. In this, the young talent gets remarkable accomplishments, build a sustainable future, cross-functional exposure, certifications such as six and influence productivity in the organization. sigma & lean, coaching, and classroom/ online learning handled by the Great Lakes Institute of Management. Mid-Management Level: The ‘Emerging Leaders Preparing the Program’ focuses on middle management where high potential employees go through a three-stage selection Leaders of Tomorrow process to get qualified for the 12-month leadership Achieving a business goal, envisioning modern program. production, integrating resources, enhancing productivity, In this, 70% of the employees learn through their etc. is done by the leader of the company. But, leaders exposure to high impact business projects, 20% through today are facing challenges their forebears never had. mentoring by senior leaders, and 10% through a Today’s millennial workforce and rapidly changing market learning program conducted in collaboration with XLRI. demand whole new style of leadership skills to handle the challenges efficiently. Thus, Ashok Leyland offers different Top Management Level: The ‘Business Leaders Program’ ways to optimize productivity and prepare the leaders of at the top level is for the selected key leaders of the tomorrow: organization carefully chosen based on their performance to create a strong pipeline of future P&L Reverse mentoring to Leaders. improve diversity in business Along with these exceptional programs, Ashok Leyland The reverse mentoring program allows the youngest to has also established ‘Ashok Leyland University’ to create teach the oldest. This tipping the organization upside influential leaders and pave a strong path of a lasting down has instigated powerful results such as a better learning culture. Furthermore, they collaborated with understanding of the company’s vision & mission, Coursera, the world’s leading online platform to design increasing millennial retention, achieving strategic goals numerous learning practices. A specialized course named faster, fostering inclusivity, and maintaining a competitive 5 ML has also been prepared to comprehend and foresee edge through technological advancement. upcoming business challenges.

21 Technology-driven Upcoming growth strategies, intelligent hiring solutions and opportunities

The company has a strong focus on hiring right and In the upcoming years, to face the Bharat Stage VI investing in individual success within the organization. The challenge, Ashok Leyland will be launching the Modular new Artificial Intelligence-based Gamification technique Vehicle Program by April 2020 which is focused on helps hires the right culture-fit with the aid of a mobile constructing light commercial vehicles and expanding game. the Indian market share alongside the global one. To raise the employment satisfaction standards several The rise in the prices of oil will lead to increasing demand subject experts have been hired who follow a 6-step for Electric Vehicles (EV) in the coming years. Foreseeing process to identify any gaps arising within the this, Ashok Leyland has prepared a Modular Business departments as well as eliminate employees’ mental Platform to create EVs for the diverse product portfolio. barriers. They also intend to launch electric buses with CNG fuel options, slimmer engines, and the latest automatic transformation technology. Leadership to improve productivity The core strength of the company is its workforce. Many and resource optimization employees have come forward to provide a total of 111 The leaders at Ashok Leyland possess core capabilities patents showcasing exceptional growth and innovation and in-depth knowledge to improve productivity, in the automobile industry. Recognizing the effort, the integrate and optimize resources such as raw materials, company has started drawing 26% of the candidates machinery, and manpower, the ability to think from internal posting. analytically, and effectively shape the Electrical Vehicle To maintain adequate sync within departments, they strategy, etc. encourage internal movements across diverse dealings Over the years, the company has successfully adopted and functions. The approach has resulted in enhanced automation over manual production. To cope up with the collaboration and teamwork across the organization, increasing demand for medium and heavy vehicles, the thus paving a smoother path to attaining end goal. company’s 9 manufacturing plants in India are equipped with advanced robotics practices & a team of 1000+ employees.

Gemba Plus Gemba Plus program aims at providing an empowered and energetic team who are willing to take risks and ownership of the daily tasks by themselves. With the help of decision-making authority, the team can work with full responsibility and accountability even in a dynamic business environment.

22 Since its inception in 1986, Aurobindo has continually worked towards becoming the most valuable Pharma partner to the World Pharma fraternity. With a list of over 150 countries that it exports to, the company is steadily increasing its global reach to realise its vision. Revenue of $2.6 billion (2018) and more than 20,000 employees worldwide have strengthened the company’s position to become one of the top two pharmaceutical companies in India.

Aurbindo Realty

23 As an organization, we are flexible to the changes in the market and are always a step ahead in our competition. We understand the need for evolving our functioning, and thus we choose contemporary methods to excel in our prospects. We have included the pre-cast technology in our operations to fortify our steps towards sustainability, durability and prolonged efficiency. Adding to this, Aurobindo Realty builds commercial structures that comply with the green building norms (LEED/IGBC) as they consume less energy and aids in conserving resources. In our code of work, we have also invested in an end-to-end CRM cloud-based solution that helps us track customer engagements from the lead stage till the acquisition stage while also delivering a flawless experience to our customers at every phase of their transaction.

Ravindra Kumar VJ, CEO, Aurobindo Realty

24 The Future of Real Estate – to pre-set criteria for highly targeted messaging campaigns. The realty firm is devoted to elevating their Transparent, Frictionless, Digital customer experience and has invested extensively in The real estate sector has been traditionally plagued by software such as oracle fusion cloud, Eloqua, and several inefficiencies and regulatory hoops, making the chatbots for digital engagement with buyers. process of buying and selling property quite cumbersome Such features make it possible to deliver precise and document-intensive. However, things are finally information to buyers while also opening up the business changing in the sector with the entry of corporates such for support, 24/7. For example, an intelligent chatbot can as Aurobino Realty which is focused on delivering a handle a large number of repetitive queries on its own customer-centric experience in addition to introducing while passing only qualified leads to the team to greater transparency in property dealings. streamline the lead generation process. Notorious for being a loosely organized marketplace Other customer-centric technologies that are operating in silos, the future of real estate seems to be revolutionizing how Aurobindo connects with its prospects regulated and highly transparent, especially after several include touch screen kiosks at project sites for easy access reforms by the central government aimed at providing a to information and AR/VR engagement modules that clean and open transacting environment for buyers. allow prospects to learn more about a project in an These reforms have come after repeated cases of project interactive and lively manner without ever stepping out of delays and related legal issues that have left several their comfort zone. While immensely pleasing its customers buyers bereft of their lives’ savings. through these digital initiatives, Aurobindo also makes Aurobindo, an India-based realty firm, has been at the significant time and cost savings by replacing forefront of technology adoption in the sector in India not cumbersome paperwork with digital models that simplify only to ensure transparency and improve their customer the project approval process to a great extent. experience but also expedite their projects while ensuring The shift to digital is also visible in the hiring model of optimal quality to meet the challenges of rapid Aurobindo, which requires its employees to be urbanization. The firm achieves this by promoting a open-minded and comfortable with using technology in customer-centric mindset that trickles down from the an industry that still relies heavily on offline models. C-Suite to the most junior of employees while also conducting regular training sessions on technology adoption and customer service to keep the organization agile and nimble.

Promoting Digital Connections / Using Technology to Identify and Meet Customer Requirements

Besides overcoming the transactional barriers, real estate companies must anticipate what their customers need to optimize their returns. Aurobindo relies on multiple digital channels to reach out to buyers/prospects in an effective manner – such as using machine learning algorithms to identify their target audience and segment it according

25 Embracing a Digital Future / the industry had been operating traditionally but also driving efficiency across the organization for Aurobindo, The Future of Real-Estate is Online reducing costs in the long run. Aurobindo has taken the lead in creating a future-ready organization that has adopted technology to facilitate critical aspects of operations, including lead generation and nurturing, sales and marketing, project approval, and Changing the Face of Realty even using prefabricated parts for the fast and safe Real estate has always been a document and completion of projects. labor-intensive industry. However, Aurobindo has The measures adopted by the company are in line with changed both these aspects for good by adopting some the digitization drive of the central government in the past intelligent and futuristic measures that are slowly seeping few years. Today, most land records have been digitized, into the industry now. which makes it much easier to verify the land status before One significant change introduced by Aurobindo in the acquiring it. The approval process is also much more industry was the use of precast construction, which frictionless and transparent, as most transactions are done enables project execution at twice the speed of online. Digital payments minimize corruption and bring an traditional development with over 50% reduction in labor unprecedented amount of transparency in the whole requirements. Prefabricated construction also allows the system. production of high quality and uniform products in a controlled environment, minimizing defects and reducing All these changes are not only breaking the silos in which the construction time significantly.

Preparing for the Future: Key Elements of Future Readiness for an Organisation

Value Feedback Being Agile A future-ready organization is a listening organization that The real estate industry is quite dynamic. Besides actively seeks feedback and acts on it. Aurobindo fluctuating customer demand, government and achieves this by providing multiple touchpoints to its regulatory authorities shape the market by laying down customers, including a web-based portal wherein the rules for conducting business. To address the former, customers can give feedback and log in their grievances. Aurobindo relies on feedback and personalized To elevate the customer experience further, a dedicated marketing, while for the latter the company regularly relationship manager is assigned to every customer to engages with stakeholders in the regulatory and financial hold their hand at every step and understand their sectors to stay abreast of the changes and respond to problems and queries to smoothen out the process for the them efficiently and swiftly. future. Feedback is also collected from employees via regular Know the Pulse of the Market meetings and appraisals. Formal and informal training, To be future-ready, you must predict the future. Of course, debates and discussions, and interactive sessions with the you cannot rely on astrology for that. Still, you can rely on CEO are regular features of the work-environment at data analysis and customer feedback to anticipate the Aurobindo. The company considers its employees as its changes in demand, upcoming design changes and core strength and invests heavily in their development to other global trends to test their feasibility and implement create a future-ready workforce. them proactively for better ROI and customer satisfaction.

26 The Bennett, Coleman and Company Limited, popularly known as The Times Group in India is the country’s largest media conglomerate, having the highest ever English newspaper sales in the world. Since it was founded in 1838, the group has survived the test of time, giving interesting stories to read to India with a cup of tea in the morning. It employs more than 11,000 people and also owns television channels like Times Now, Romedy Now, Zoom etc.

Bennett Coleman

27 Today’s VUCA business world is about disrupting before getting disrupted as we find ways of creating disproportionate value for the enterprise, through continuous solutions for our internal and external customers. One can achieve this by consistently aligning their People Strategy with the real-time Business imperatives, consciously leverage technology to bring in speed with purpose, and enhance employee experience through hyper-personalized offerings for the multi-generational workforce. While agility is the key to compete and thrive, it is imperative to make the right decisions backed by data science & consumer behavior. Hence, dashboards must give way to insight-boards that are predictive by nature, enabling conscious business decisions with personalized & scalable solutions.

Amit Das, Director HR and CHRO, Bennett Coleman & Co. Ltd (Times Group)

28 What Leadership Means and relearning everything, that was considered “tried-and-tested.” The reshaping of the existing revenue to BCCL models from advertiser-funded to subscription-led revenue paradigm is not helping their case either. Bennett, Coleman and Company Limited (BCCL) firmly believes that a leader should be able to “CARE.” CARE being Capacity, Aspiration, Reciprocity, and The Threat of choice Engagement. Another visible threat in the industry is the availability of Capacity relates to the leader’s ability to effectively choices and options, which demands the adoption of combine business alignment, emotional resilience, customer-centricity. Hence, enterprises are under learning agility, and mental capacity in the surrounding enormous pressure to provide personalized, convenient, work environment. Aspiration is the magnitude to which and value for money products and services. However, the leader aims at achieving recognition and influence able leadership can accept this threat as a challenge personally and on behalf of the organisation. Reciprocity and revolutionize it into an opportunity. is required for collaborating with co-workers to meet mutually beneficial goals and to work seamlessly as a In this regard, the biggest asset for BCCL is the team. Engagement revolves around the organisation’s multi-generational workforce that can adapt to these liabilities towards its employees to nurture their interests, sectoral changes. The organization’s ability to engage which are normally carried out by the leader. clients in positive and purposeful interactions, while also In addition to the above attributes, BCCL is of the opinion helping them by offering scalable customization. BCCL that a leader should reflect the core ideas and aims at combining business, people, and technology to organizational values, which will inspire and ignite the create new roles and acquire fresh talent to take on key entire enterprise. responsibilities.

Threats to Leadership A digital talent strategy framework in Media However, the transition towards the digital environment shall take a significant amount of re-engineering in the Technological breakthroughs have given rise to Volatility, existing organizational structure and business model to Uncertainty, Complexity, and Ambiguity (VUCA) in the accommodate the various modifications. The company media industry. Being India’s largest media hopes to start with formulating a digital strategy and conglomerate, BCCL finds itself in the eye of the storm as following up with the introduction of the digital talent it witnesses the far-reaching penetration of digital strategy framework. The leader is expected to take technologies. The transformation of the different limbs of command of recruitment and retention of talent. The media - Print, TV, Radio - has been so rapid in the current factoring in of diversity of thought, industry, and gender scenario that leadership desperately calls for agility. will also play a crucial role in acquiring new talent. Once New players like Google, Facebook, and Netflix, which the skills and processes are redesigned, key performance make use of state-of-the-art technology, offer stiff indicators will have to be defined to measure the impact competition to traditional media houses. They have the of these adaptations. Further, rigid hierarchies will receive upper hand of establishing a modern business framework a makeover, making room for a networked organization. that is in line with the digital environment. As a result, they In a nutshell, BCCL plans on dealing with challenges by have gradually expanded and fortified their standing in introducing agile leadership based on research, data, the market. On the other hand, conventional businesses and innovation to integrate the media industry. are faced with the challenge of restructuring, unlearning,

29 Leadership Across Game of Generations Disruption BCCL believes in nurturing bold and authentic leaders of In the current situation, technological disruption will make tomorrow, who can handle the prevailing conditions or break the future of any company in the field of media. while also factoring the trends in technological Acknowledging this trend, BCCL follows the philosophy: advancements. The company understands that in order “You must be a disruptor before you get disrupted.” to emerge as a leader, an individual or an organization BCCL recognizes that market and industrial changes are will have to learn, adapt, and leverage technology to inevitable. Thus, leaders are encouraged to shed the stay relevant. At the same time, BCCL also recognizes responsibility of being a change manager and assume hiring industry leaders and refining their skills. About 30% of charge of being a change enabler. Further, technology is EC members have worked with BCCL for over 15 years, facilitating the networking of leader dispersion across while 30% have been associated with BCCL for less than 3 North, West, and South, which allows every nodal entity to years. contribute as a team. As a result, BCCL maintains an ideal blend of building and buying leaders.

Innovative Customer-Centric Digital Leadership

With effective leadership and management, cutting-edge technologies can be utilized as opportunities to capitalize on market trends. Businesses can recast their agenda and align it with strategies based on intensive research data. Accordingly, business priorities will also be realigned and redistributed.

VUCA will lead the drive for innovations and business value creation. Leaders will have to create value rather than enabling or developing pre-existing values. Servant Leadership will be the new normal, which will inspire accountability in decision-making activities.

BCCL is ready to take the leap to break away from the normal and hopes to inculcate a culture of innovation amongst its leaders and employees. Through this festival of ideas and innovation, the company envisions an environment that is more:

Agile at handling challenges and allows for bouncing a variety of ideas to generate solutions Diverse in terms of offering exposure and learning experiences that allow for breaking the shackles of rigidity Comfortable for employees so that the surroundings can kindle creativity arising out of catalyzed freedom Nurturing to ideas and solutions, which leaders can identify, capture, develop, and implement to take the company to new horizons

An agile mindset that is capable of innovation and customization defines the leadership of the future.

30 Biostadt When the pace of change is meteoric, future-readiness must be a core organisational attribute. As technologies, demographics and governments accelerate this trend, what was the future yesterday becomes the present and even sooner the past. Future readiness encompasses strategy, people and organisational structures. Biostadt India Limited has been pioneering the growth of rural India, serving the farming community for over three decades. The business has grown to Rs. 780+ crores in just ten years, and offers a healthy work environment with a diverse group of talented people to discover, develop, manufacture and market crop protection, industrial and commercial pest management products and more around the globe. Through strategic planning, R&D and pioneering innovation, the organisation has built a culture of future readiness that empowers core business to be sustained and strengthened to meet any disruptions or changes in the future. 31 “Organizations that have sustained over decades are usually built around their core, brick by brick”

Dr. Habil Khorakiwala, CMD, BioStadt

32 Innovation Through Culture & Risk Mitigation to Ensure Sustainability was the second parameter for preparing the organisation for Digital Disruption for Sustainable future-readiness. Biostadt has leveraged market Future Readiness research surveys about their services and product When the pace of change is meteoric, future-readiness quality; external research firms have been hired to must be a core organizational attribute. As technologies, conduct tests on product performance and demographics and governments accelerate this trend, understanding customer requirements. At the same what was the future yesterday becomes the present and time, there are separate quality checks to address even sooner the past. Future readiness encompasses critical issues facing the organisation. strategy, people and organizational structures. Biostadt Disruption Due to Digitization was also identified as a risk India Limited has been pioneering the growth of rural since technology and mechanization now plays a India, serving the farming community for over three pivotal role in the agricultural industry. Biostadt has decades. The business has grown to Rs. 780+ crores in just instituted an R&D department to initiate innovative ten years and offers a healthy work environment with a thinking and incorporate new technology through diverse group of talented people to discover, develop, digital initiatives taken by the company along with the manufacture and market crop protection, industrial and government. commercial pest management products and more around the globe. Through strategic planning, R&D and pioneering innovation, the organisation has built a culture of future Approach readiness that empowers core business to be sustained and strengthened to meet any disruptions or changes in Changing consumer needs, shifting workforce the future. expectations and a threat from the disruptive technologies being used in new business models to win customers are altering the competitive landscape and dictating transformation of existing company's operating Risks models. Hence, future-readiness means the core business must be sustained and strengthened to meet any Biostadt has identified vital parameters that impact future disruption or change in future. readiness of an organisation and equip it to be prepared Biostadt has incorporated the culture of innovation and for what's in store. Although predicting the future is not an addressing industry challenges with technology easy task, through sustained efforts and strategy, the innovation through focus on a few attributes to empower company hopes to mitigate known risks and trends to be future readiness. These attributes are: equipped for the future.

Developing A Culture of Listening was identified as the 1. Agility - Organization’s ability to be quick & flexible in first step to creating future readiness in the organisation. changing the current business models & operational Through internal initiatives like monthly business reviews process to suit changing needs & expectations. for each region and the head office, feedback mechanism with regional managers, product 2. The adaptability of the leadership team, employees managers, field marketing teams and business heads, and vendors to adapt & use the various digital the organisation has a culture of listening that is transformational changes across the organisation to imperative to understand the future risks within an meet the continually changing needs & expectations organisation. of consumers, and yet be profitable & sustain business growth.

33 3. Data-driven decision making through technology 2. Create future leaders for engaging the employees, Asadoption a new generation to drive transparency of millennials and is measure getting success.ready to customers, investors, partners, vendors and other key assume leadership, Nestle is taking steps to inculcate a stakeholders in their organization’s ecosystems. 4. Continuous learning & innovation to empower learning distinctive leadership culture to motivate and develop new skill sets and upgrading knowledge, process and 3. Adapt to organizational culture and act as a catalyst thetechnology new teams. to enable faster innovation in products and for the cultural changes that an organisation seeks to services to make the organisation future-ready. support its strategic goals. 4. The ability of a leader to identify & nurture the potential 5. Enhanced internal R&D and technological in people & reward their performance and prepare an collaborations with high-end research-oriented firms organisation to face any challenges. and universities to bring futuristic products.

Biostadt also has a roadmap for future-readiness for digital Success Story disruption from technology companies and competition Through its initiatives and strategic approach, Biostadt in the agricultural space. With a priority on R&D for observes employees are more focused on productivity, spearheading future-ready innovation, the organisation cost savings, and sharing data at the factory level. In has placed organizational programs and committees to: contrast, field-level employees were focused on product knowledge, building case studies and bringing ideas on 1. Drive skill in the organisation through long term focus ease of business. Combining these focus groups, the 2. Drive adaptability of new technology organisation built. 3. Employee training and workshops to drive Future readiness at Organizational level: communication and prepare its teams for At the organizational level, Biostadt leverages core future-readiness competencies, infrastructure and resources to capture future opportunities and surpass customer expectations. This has been achieved through the implementation of innovation in products, processes and services while Conclusion enabling its employees to upskill and evolve to be more In tune with industry demands, Biostadt has an Innovation future-ready. Leader to drive innovation through employee participation and investments in Research & It also helped to sharpen its strategy and vision more Development. This culture of innovation, continuous frequently by factoring disruptions due to technology engagement with customers and channel partners and changes, climatic conditions, geopolitical and social preparation for future disruptions through digital adoption environment and others. has helped the organisation create a vision for the future. This future vision promotes the use of digitization, Future readiness at the Leadership level: increased mechanization and creates readiness for any To drive continuous innovation, a culture of adopting changes or trends that may occur. changes and empowering its teams to excel in their roles, the organisation has essential programs to understand:

1. The ability of leaders to perform in business environments which are volatile, uncertain, complex and ambiguous.

34 Clix Capital has been in the business for the last 3 years. Since its inception in September 2016, the company has grown 8X in AUM and 10 per cent in the employee base. The founders, Mr Pramod Bhasin and Mr Anil Chawla along with the CEO Mr Bhavesh Gupta have led from the front keeping employees at the heart of everything. The company has been established to be future-ready. Clix has been able to build a very unique position for itself in the financial world in a really short time and it continues to grow each day. The company has reached a mark where it is enviably positioned as a leading digital lender partnering with fintech companies. It has been competing with traditional NBFCs in their domain and has been highly successful in doing so. Clix has a hybrid distribution model and is technology savvy to compete with the most advanced fintech companies in the market.

Clix Capital

35 We are operating in an exceptionally competitive era wherein organizational agility and speed are the key differentiators between the best and the good organizations. NCOW Awards is a great initiative by People Strong to showcase the ground-breaking work being done to redefine the future of work in India and recognize the organizations leading it. Clix Capital is delighted to be a part of this discourse on the ideas, tools, and technology that organizations are leveraging to script this new wave of work.

Bhavesh Gupta, CEO, Clix Capital

36 At Clix, the credit managers are trained on ML-based Being Future Ready Scorecards and EWS models to keep them ahead of Industry dynamics are changing each day and digital trends in the lending business. They are competition is fierce. Clix Capital strives to stay ahead in developing and continuously improving analytical the future by continuing to innovate while excelling in the machine-learning models to pre-qualify cross-sell offers. present. The greatest disruption in the lending business has been caused by time. This service has become on-the-go for the public. The market is awash with fintech companies trying to revolutionize lending. Professional Fintech ‘Fail Fast, Learn Faster’ companies like Clix Capital view this opportunity as: Approach Designing the process of accessing credit so it becomes As an organization, Clix Capital swear by the rule of 'fail much easier and more convenient digitally for fast, learn faster'. They actively experiment with new consumers and partners which in turn will significantly product ideas and phase them out if they do not work out. reduce the loan turnaround time for customers. The entire organisation adapted well to this approach of Embrace innovation and other advanced technologies active experimentation. The company have their faith in in their operations. driving adaptability by providing adequate platforms for taking risks and seeking new ideas. Have a clear vision with well-articulated values and culture coupled with flawless execution.

The Core Attributes Talent Strategies to Future ‘Readiness’ Clix Capital is highly conscious of identifying top talent The future-readiness of the organisation encompasses based on performance & potential and strengthen the several core attributes, namely, Technology, Talent, ideation for taking up larger roles- both via Distribution, Products, Processes etc. classroom-based interventions as well as live projects to Innovation has to be the essence of every organisation focus on and build core skills. despite it of being from any industry.

Clix is heavily invested in keeping up with the trends in business and effectively employing technology Learning Experience Platform wherever possible to amplify the speed and overall business impact. In the area of learning, Clix Capital has moved a step ahead and set-up a Learning Management System, a It is essential to invest carefully in research to foresee Learning Experience Platform. With its powerful AI-based and prepare for the evolving needs of the customer. recommendation engine that pitch learning content They always strive to upskill and be in touch with new relevant to an employee's job, interests etc. emerging technologies. Clixters will continue their technology obsession and will continue making it their USP.

37 The Idiotproof Digital Interface Cross-Pollination of Ideas With the rapid change in the market, digital is the only The teams at the organisation consist of people from future. The introduction of Idiotproof digital interface will various industries like outsourcing, eCommerce, edtech make it exceptionally convenient for customers and etc. This indubitably allows diverse ideas on the table. partner to merge with the organisation. The availability of Also, one of the biggest successful experiment is by web platforms, dedicated apps, AI-enabled bot makes rotating staff and making them learn new skills, this brings external stakeholder adopt digital fairly quickly and in multifold ideas into the organisation and helps it grow delicately. over time.

A Day in the Market All the Clixters above a certain band are encouraged to spend 1-3 days each month in the market meeting various customers, fintech partners, DSAs, banks etc. Then the same employees report to the supervisors with recommended solutions in the regular business review. This is their way of training the ‘learning leaders’.

38 A product engineering and IT services consulting organisation, Cybage is the true million-dollar story of first age entrepreneur, Arun Nathani. Founded in 1995, Cybage was formed with a vision to provide efficient IT services to companies in the product engineering and IT services space. A first of its kind digital partner to startups and Fortune 500 corporations alike, Cybage is a specialist in solutions centred on cutting-edge technologies. With a revenue of $143.4 million (2018) and an active community of 6000 employees, it is an exemplar for data companies and has grown from strength to strength over the past 25 years of its existence.

Cybage

39 We, at Cybage believe that “Bringing Life to Work” could mean different things to different people. Today the HR’s role revolves around reorganizing the crucial link between talent and value, while adapting to the speed of business. The deeper we dive into technology and the longer we lead, we will experience transformation in our results. As our ability to collect, analyze and leverage data to make informed decisions grow, so do our opportunities to add value and win. Respect for data and data analytics will help build healthier, happier and more productive Organization because an Organization is as strong as the collective talent of its workforce.

Elston Pimenta, Head HR, Cybage

40 New-age Meaning The Gratifi digital decision-making platform backs this up by leveraging machine learning and predictive analytics with New-age Technology from data. Cybage’s teams are also encouraged to As a global professional services organization that designs operate via certain key attributes and skill sets: and provides services in technology, strategy, consulting, and operations, Cybage is committed to providing Fair and equal treatment meaning at work at all levels. The global team operates in over 15 countries across Open door policies North America, Europe, Asia, and Australia, and creates Achievements recognised and rewarded value through the science of dependable delivery. At Cybage, creating meaning at work means Bringing Life Transparent management style to Work. This is achieved through flagship programs that Regular feedback focus on the WE Care factor: W for Wellness and E for Engagement. Equal opportunities

A Culture to How Meaning Attracts Nourish Meaning at Work and Retains Talent With the WE Care factor, Cybage creates and nourishes a Recruiting the finest IT talent is of critical importance. A daily culture in which meaning gets priority. This is reflected competitive remuneration package apart, innovative in the company’s vision, mission, and values. retention practices are emphasized to reduce attrition levels. Meaning at work plays a significant role here, which WE Care is supported by DecisionMines, a data-driven is expressed via various initiatives. digital decision platform that leverages machine learning and predictive analytics. WE Care is also empowered by There are regular CXO sessions where employees seek Gratifi, another proprietary data-driven platform to create face-to-face answers from the top brass. This also helps in actions that closely align with the organization’s values. clear career path visibility. Employee development is These create a culture of appreciation in collaboration promoted via biannual appraisal cycles and training with the social fabric of the organization. programs. There are also educational tie-ups with premium institutes in India, with certification allowances. Further, there is an array of motivational and counselling activities on offer. There are self-help groups, regular HR Attributes that Contribute interfaces, and job rotations. The rewards and recognition to Meaning schemes also go a long way in creating a meaningful Wellness and Engagement were identified as the top environment. priorities to ensure workplace happiness and help employees find meaningful experiences in their work. This was backed by the WE Factor as well as technology such as DecisionMines, used in workforce management to make the organization a great place to work.

41 Meaning and Measuring the the Millennials Impact of Meaning Cybage aims to create a working environment in which The Bringing Life to Work policy has had several beneficial every employee can rise to be the best they can be. There outcomes for the company, at tangible and intangible are a series of activities to achieve meaning at work levels. regardless of an employee's age group. Apart from the Surveys reveal that there is a 32+ % representation of open-door policy, counselling and HRD interface spoken women in the organization, one of the highest in the of above a positive work culture contributes to employees industry. More than 18% of ex-Cybagians want to rejoin the recognising meaning at work. organization. Cybage is rated at 84%, among the most Positive work culture is created by motivational and recommended companies, according to Glassdoor. employee engagement activities that are implemented Social media rates Cybage amongst Top 3 Service through a wide range of classes and workshops. There are Companies in India. also sports tournaments, inter-IT competitions, training There is a consistently low attrition rate, especially among seminars and fun events such as Dandiya and Diwali the women workforce. Employee's work hours have celebrations, and an annual bash. increased tremendously, and the Employee Satisfaction Healthcare-related events include a safety week, Survey rate has gone up to 94+ %. arrangements for PUC, insurance, and licenses for Cybage has received multiple awards and accolades, 2-wheelers and 4-wheelers including a helmet sale and such as the #1 Employer Brand in the country, a Special check-up camps. There are also Women’s Day sessions on mention by NASSCOM for Gender Inclusion and Diversity, medical health and well-being. Culture Champion Award, Top 20 IT Employers in the Another special feature is the active extra-curricular clubs, country and Best in Training & Organizational such as Book Worm, Run for Fun Trek Unlimited, Bikers Club, Development. These are only a few feathers in its cap. and clubs for CSR participation. 72% of employees are involved as active members of these groups. Of these, 42% are women. How Meaning Changes the Employee Brand Creating Meaning WE Care policies have opened avenues for employees to express themselves through various forums. Employees at Senior Levels can make more informed decisions with the support of technology. Care initiatives focus on employee needs, Managers who get the best from their teams inspire a building and encouraging group activities, being positive workplace culture. Cybage has a comprehensive transparent in functioning, establishing forums at all levels set of policies to create a win-win situation for both the for free expression, creating and evaluating organization and the employees. accountability. For managers, technology drivers such as DecisionMines Continual engagement is the key, for the culture as well as and Gratifi play a large role in analyzing data to create to shape the employee brand. There is a strong process for fair and equitable policies. The goal is to create an employee engagement on personal, career, cultural, and environment that encourages recognition, appreciates social levels. The strong HRD team creates these loyalty, and commitment, with an honest attempt to engagements, which plays a key role in discovering and value the efforts of an individual at work. nurturing the leaders of tomorrow. 42 What started a simple idea to let a diner reserve a table online in 2012, transformed into disrupting the entire food industry in 2018. Dineout is a company that offers interesting deals to anyone who wants to eat out, along with offering the option of making cashless payments with exciting cashback. With CEO and Co-Founder Ankit Mehrotra at the helm, Dineout has become the go-to app for the smart diner.

Dineout

43 Dineout is an 8-year young organization where Collaboration, Flexibility, and Technology play the three important pillars that keep us consistent in today’s competitive environment. Even with our employees, we’re partners first where we give them the freedom to experiment, grow horizontally and vertically within the organization and collaborate with multiple stakeholders minus the hierarchical barriers. Working as a start-up no matter how big you grow is the secret sauce to the future of work. At Dineout, we strongly believe that leadership fosters leadership. We always nurture our in-house talent to bring forth some exceptionally enthusiastic team members to take part in decision making conversations, hence contributing to the growth of our team and company. As we expand, we continue to encourage and provide opportunities for our team members to grow.

Ankit Mehrotra, CEO & Co-founder, Dineout

44 The Future of Leadership Dineout is a technology-based company that seeks to revolutionize the way in which Indians dine at restaurants. To do this, the leaders at Dineout must be visionary and innovative, constantly evaluating the changes and shifts in the market in order to foresee the needs of future customers. Many of the products released by Dineout are quite ahead of their time, such as Inresto Dine-in and Inresto Valet Management.

Hence, leaders at the company not only have to analyze the needs of future customers and develop products accordingly, but they also must know how to generate interest among buyers for an innovative digital product that they have never used before. Across the corporate world, leadership is evolving and changing to become more focused on vision, foresight, innovation, and creative problem solving than ever before.

Leadership Best Hiring Strategy Practices Over the years, Dineout has created and implemented a At Dineout, the approach to leadership hiring emphasizes comprehensive strategy for leadership development at the need for a perfect match between the company and the junior, middle and top levels of organizational the candidate. Hiring great and effective leaders requires management. At the junior level, the emphasis is laid on an alignment of fundamental goals and values. It is not the individual employee. Any milestones achieved by an just about the company hiring the right candidate, it is employee, which is in line with the goals and priorities of also about the candidate choosing the right company the company, are recognized and celebrated by the that will allow him or her to grow, learn and build the leaders and managers in order to boost morale and career they dream of. motivate high performers. To this end, senior candidates applying for leadership roles At the mid-level, leaders are tasked with ensuring that at Dineout are given the opportunity to interact with the employees have interesting opportunities for professional founders of the company as well as with the team that growth and great overall career satisfaction. Regular they will be working with if they decided to take up the formal and informal assessments are also performed to job. This allows the candidate to gauge whether the goals gauge the performance of each employee and reward and vision of the organization align with their own. Hence, the best performers. at Dineout, the pre-hiring process has been designed to include multiple interactions wherein the vision, culture, Finally, at the senior level, leaders are trained to analyze and processes of the company are laid out for all senior market trends and identify the right business opportunities candidates to see and understand. while at the same time driving innovation and research to develop future-focused products for digitally savvy modern customers.

45 Core Attributes Dineout is an umbrella organization that has several other businesses and verticals within it. Moreover, the company of Successful Leaders has acquired various other businesses over the years, and In the modern world, the leaders who achieve success are the founders of each of these businesses remain deeply those who can thrive in environments that are engaged with their products and employees. This allows unpredictable and changing rapidly with every passing the founders of different businesses and the leaders of day. Another important attribute of a successful leader is different verticals within Dineout to ideate and brainstorm the ability to understand their own limitations and hire together for the growth and development of the business people who are more knowledgeable and skilled than as a whole. them. A good leader can recognize talent and delegate tasks in accordance with the core competencies of individual employees. Dineout has, since its inception, hired capable young leaders who inspire their teams to perform better and deliver to the best of their ability. At Dineout, in-house talent is nurtured and trained for future leadership roles within the company. Great potential leaders are identified by certain attributes that they display in the workplace, such as approachability, vision, a propensity to take well-thought-out action, and the desire to empower their team members.

Diversity and Organizational Structure Changes in the Leadership Development Paradigm Diversity of thought, experience and skills is essential for growth, creativity, and innovation in any organization. Dineout is ready for the paradigm shifts that are bound to Diverse teams bring more perspectives as well as broader, happen within the organization as well as in the industry at more nuanced ideas to the table. large, as a result of the technological and social

transformations engulfing the country. At Dineout, the promotion of diversity in the workplace starts with the company’s recruitment strategy. Individuals The national and vertical heads of Dineout will be the from different professional backgrounds are recruited for flagbearers of change and progress within the the varied experiences, ideas and skills that they bring with organization and will determine the direction that the them. Bi-weekly board meetings are organized to company will take in the upcoming years. The leadership promote transparency and innovation through team is committed to making Dineout a world leader in brainstorming and the free flow of ideas among the the realm of food tech innovation. leaders and managers of the company. For this, the leaders at Dineout are expected to thoroughly Regular training sessions are held for managers and analyze domestic and international market trends and leaders to teach them divergent and convergent ways of make informed decisions in service of the company’s thinking and various problem-solving strategies. During overarching goals and vision. these sessions, leaders get the opportunity to learn from one another as well as from the designated coaches. 46 Dr. Reddy's Laboratories is a well-known multinational pharmaceutical company headquartered in Hyderabad, India, established in 1984. The company deals in more than 190 medicine types and 60 active pharmaceutical ingredients for purposes like critical care, biotechnology, drug manufacturing etc. and has multiple plants in India and abroad. Its medicines like Norilet and Omez are what helped it gain a stronghold in the Indian markets as they focused on quality and were cost-effective at the same time.

Winner Leadership Dr. Reddy's Lab

47 At Dr. Reddy’s, we take the belief in the personal transformation to help everyone reach their full potential. We live our brand principles of ‘empathy’ and ‘dynamism’ to generate Patient and Customer-Centric innovation. Agility and Continuous Learning by everyone will be key to the opportunities created by fast-evolving science and technology that will enable ‘Good Health Can’t wait’. The New Code of Work Awards is a fantastic opportunity for us to self-reflect as well as the benchmark with other leading organizations on next practices; the experience and diversity of the jury will be an added advantage in making this a great learning platform for participating organizations.

Archana Bhaskar, CHRO, Dr. Reddy’s

48 principles of empathy and dynamism to generate Leadership For Future Excellence compelling business results.

Being a premier multinational pharmaceutical company Dr Reddy's have used these challenges for their leadership with a wide range of products in India and overseas, Dr. development through: Reddy's Laboratories sees future excellence through the prism of three key priorities:

1. Leadership In Chosen Space: 1. Innovation & Change: The institution has identified its space in several key The trend has been of stifling growth and innovation as industries where it will compete for achieving leadership in leaders react to disruptions in the rapidly evolving the area. These organizational aspirations are instrumental business world by playing it safe. The company has in creating a direction for its leadership. innovation projects driven by its leaders and overseen by the CEO to incorporate new elements and create future 2. Operational Excellence & Continuous Improvement: leaders who are unafraid of complexity and change. To meet its targets and commitments, Dr Reddy's Laboratories have a dual focus approach to execution. First, by building capabilities and improving processes and 2. End of the Career: second, by consistently tracking and delivering high The proliferation of domestic and global firms in India has performance daily. Using the Strategy Deployment seen leaders moving out from companies with traditional Process (SDP) and Lean Daily Management (LDM), they ring-fencing mechanisms failing to be as effective as they have achieved outstanding performance in the near term were. The horizons for development need to include clear and have built capabilities for the long run. milestones, including next roles visible in three-year short intervals to adapt to changing reality and offer 3. Patient-centric Product Innovation: employees greater mobility in their roles. The third leg of its strategy is to create innovative products, services and digital business models centered around the customer's needs and requirements. Dr Reddy's Laboratories have a portfolio of products that are 3. Meeting Gen Z Expectations: important to patients and include services and business Citizens of today feel stifled in one country of a set of models that are innovative and driven to serve patients experiences, and a study showcased early international better. The goal is to keep patients healthy and help them assignments as critical factors that impacted their growth in their journey from illness to wellness. as leaders. With companies going global, supply chains are integrated to provide exposure to different markets as essential to future growth. Challenges Dr Reddy's Laboratories have noticed that leadership 4. Customer Centricity: comes with its own set of challenges; these include new In the age of social media, customer-centricity is the technologies, the pace of change, changing name of the game and businesses need to understand demographics and employee expectations, changing the needs of its client to re-evaluate every aspect of their customer expectations. business. Companies need to align with customer needs and through feedback loops, implement their learnings Using these vital challenges as the central point, the for various functions. institution has created a multi-dimensional leadership journey rather than isolated pieces of training. These emphasize continuous learning and reinforce the brand

49 Approach roles, internalizing and sustaining the soul of the organization through the advocacy of its values, and Dr. Reddy's believes in consciously building a robust internalizing deep professional and functional excellence. internal pipeline of leaders to create a reinforcement of its values and implements a roadmap for the growth of 2. New Horizons Leadership Program for Senior the organization. As per Dr. Reddy's, "Leadership is the art Management: of motivating a group of people to act towards achieving The New Horizons Leadership Program (NHLP) was a common goal." launched in December 2012, and over the years, NHLP To achieve leadership through the lens of competency, has grown to be Dr Reddy's flagship leadership the company leverages the ASPIRE framework: development program. The key principle of the program is to link personal transformation to business results, and the Aspirational Growth Mindset to consistently outperform impact is seen on both the individual and group levels. by taking calculated risks and setting stretch targets Speed & Rigor in Execution through agility, discipline 3. Development Journey for Women Leaders: and rigor The institution provides development programs for skilled leadership development of women to create a learning People Leadership to deliver effectively through journey to reach their aspirational goals. This program collaboration & continuous learning includes group projects, real-time simulation exercises, Innovation with a patient-centric approach to and mentoring with senior leaders. developing breakthrough solutions Results Driven to focus on outcomes and taking 4. Development Journey for the organisation at large: ownership for quality, productivity and cost To enable the development of the organization, there are various initiatives like workshops, classroom training, a Excellence Mindset in delivering value by building deep digital platform to curate content, collaboration tools that functional expertise in the domain allow employees to share knowledge and provide exposure to industry best practices. The culture of self-development and the creation of a future-ready Success Story workforce is done through initiatives that are ideal for Using its ASPIRE approach and personal transformation building an autonomous work culture where every role programs to create the right set of leaders, Dr. Reddy's has holder has the knowledge and displays the application of been able to develop leadership teams of individuals from their skills. diverse generations, cultures, communication styles and genders. 9 of its 14-member Management Committee Although leadership programs and value reinforcements members have worked in global roles abroad or have have a substantial impact on personal transformation, Dr significant global experience while the Board comprises of Reddy's Laboratories has been able to achieve leaders from Finance & Banking, Automotive, and breakthrough business results using their leadership Pharma. These have helped create personal framework. This has opened horizons for addressing transformation programs like: existing challenges and has helped the organization grow in their chosen development areas. 1. Development Journey for Top Leadership: To help its leadership, Dr. Reddy's has a capability-building program for management council that focuses on key capability areas. These include enabling individuals to move away from the group to reach enterprise leadership 50 DY Works is a unique company that operates at the juncture of design thinking and management consulting. With a future-oriented view of business strategy and aesthetics, DY Works has a strong reputation in the industry and has been long known for disrupting markets and categories by designing solutions that have a radical impact. DY Works is the perfect amalgamation of a digital strategy and a branding agency, with a future-focused strategy of seeing both design and business as two sides of the same coin. With a team of multi-disciplinary thinkers and innovative designers and strategists, the company helps businesses grow their profits as well as their impact.

DY Works

51 Become comfortable, by being uncomfortable. If you are comfortable, it simply means that you are following, and not thinking afresh.

Alpana Parida, Managing Director, DY Works

52 An Overview of Future Readiness Digital Disruption The pace of change is incredible in the modern corporate DY Works has worked hard to absorb and amalgamate landscape, driven by advancements in science, the digital with the analogue in their business processes. technology, and society. Hence, companies need to be Therefore, while new digital technologies are disrupting future-ready in order to survive and thrive in this various traditional industries around the world, DY Works fast-changing environment. Government policies work in does not see the digital and the analogue as separate tandem with new technologies to turn the imagined entities to be dealt with in a distinct manner. Instead, they future into present reality. Companies led by visionary, combine the two in order to maximise their impact and adaptable, and agile corporate policies will be able to get the best of both worlds. take advantage of the changes to grow and succeed. For instance, for a recent project, DY Works created a DY Works aims to maximise future-readiness by creating a mock online shopping cart for potential customers with culture of innovation and empathy in the workplace. They whom they had also spent time at a bar during a undertake innovative and immersive consumer research face-to-face meeting. So the company deals with the to enhance the quality of their products and services and digital and the analogue on a case to case basis, improve customer satisfaction. This empathetic and favouring one over the other depending on the needs of innovative approach extends to the employees of the the particular client or project that they’re working on. company. The employees working at DY Works are never Their approach is customer-focused, and they look at pigeon-holed into a particular function and are allowed digital technology as being an integral part of their overall to explore different opportunities in order to discover their portfolio of services. true passions and interests.

Risk Mitigation Strategies Role of Innovation

For DY Works, commercial sustainability is a consequence implementing innovative ideas or solutions. This has led to of demonstrated impact. Such an impact can only be a bias towards innovation in the company culture, which achieved by trying new paths and novel processes for has benefitted the organisation in numerous ways over continuous improvement and growth in the business. the years. Hence, the risk is essential for DY Works since all new To encourage an innovative mindset, DY Works rewards processes and ideas carry some amount of inherent risk. behaviours rather than outcomes. During performance Trying something that has never been tried before always appraisals, more than half the weightage is given to involves the risk of failure or setback. The instinct to cross-functional working, trying new things, and gaining mitigate risk, therefore, cannot come in the way of trying new knowledge. Moreover, the leadership at the new and innovative things. company makes a conscious effort to hire multi-faceted DY Works is a company that falls within a very specific individuals and build cross-disciplinary teams for maximum category. Both design firms and management firms can efficacy. To encourage an empathy-based be seen as their competitors in the market. Hence, most of understanding of its customers, the company facilitates their risk mitigation strategies revolve around making deep, real-world immersion during projects. This leads to important decision-makers aware of their existence and targeted innovation and enhanced problem-solving the services that they offer. This requires certain unique capabilities among workers. corporate policies and innovative strategies in order to avoid being swamped by the competition in the overcrowded markets within which they operate.

53 Future Growth Prospects Unlike traditional design or management consulting firms, DY Works has certain unique advantages and problems when it comes to growth prospects in terms of markets, suppliers, employees, and other drivers. DY works combine the pros and cons of management consulting firms and design companies, which means that they provide both strategy and aesthetics and help their clients grow in a holistic and multifaceted manner. DY Works serves its clients by designing for them a nuanced and well-researched business model and then putting together an entire customer journey and experience, right down to the minutest details. Decision-makers in various industries find this combination of services invaluable, which means that the growth prospects of the company are solid and reliable for the near future.

Attributes and Effects of Future Readiness According to DY Works, the core attributes of future-readiness can be defined at two distinct levels, namely the organisational attributes and the ones that should be embodied by the top leadership. At the level of the organisational structure, DY Works believes that companies must be intrinsically agile and adaptable in order to survive and thrive in the fast-changing modern world and avoid being swept away by the next wave of technological transformation. Hence, businesses must replace their product-centric worldview with a more malleable human-centric one. The top leadership, on the other hand, must be able to attract and retain a talented and passionate millennial workforce by giving them a sense of ownership and purpose in their work. As more and more employees are looking for greater freedom, flexibility, and work-life balance, the leaders and managers of a company must be able to adapt and re-design organisational structures and processes in order to meet the needs of the modern job market. Only then will a company be able to make the most of the changing business landscape of the 21st century. 54 DY Works is a unique company that operates at the juncture of design thinking and management consulting. With a future-oriented view of business strategy and aesthetics, DY Works has a strong reputation in the industry and has been long known for disrupting markets and categories by designing solutions that have a radical impact. DY Works is the perfect amalgamation of a digital strategy and a branding agency, with a future-focused strategy of seeing both design and business as two sides of the same coin. With a team of multi-disciplinary thinkers and innovative designers and strategists, the company helps businesses grow their profits as well as their impact. Future Supply Chain Solutions

55 In the era of disruption and uncertainty, there's more of a need for visionary leadership now than was ever before. The future of the work will be shaped by an organization's agility to cope up with the dynamic business world, focusing on people through collaborative culture and adoption of technology to foster the business. At FSC, we believe in creating a collaborative work environment, where we welcome individuals' opinions and appreciate their strengths. Our employees must believe that the work that they are performing is purposeful and aligned to their personal goals as well. To enhance employees' capabilities, we provide them fast track growth opportunities and exposure to best global practices through seminars, exhibitions, conferences, etc. Meaningful workplace and its culture are what defy the odds and achieve the remarkable.

Sheshadri PV, CEO, Future Supply Chains Solutions Ltd.

56 An Inherent Satisfaction & Shifts in Leadership Hiring Meaning at Work In order to operate optimally, it has traditionally been believed that companies should create a sustainable One of India’s largest third-party logistics and supply chain balance of externally sourced and internally developed service providers, FSC offers IT-enabled, automated leaders. The leaders at Future Supply Chain Solutions, warehousing and distribution solutions. The company is on however, prioritize effectiveness over tradition, which a mission to bring India’s logistics industry into the modern means that their primary focus is always on getting the era, providing cutting-edge logistics systems to clients desired results rather than on following designated across various industries. This allows FSC’s clients to processes for hiring or management. Some of the key become more efficient and competitive, helping them characteristics that the company looks for when hiring grow their revenue and workforce alike. At the helm of this potential leasers are the ability to anticipate change and innovative transformation of the logistics industry are the think in a progressive and dynamic manner. Potential visionary and adaptable leaders of FSC and a workforce leaders are also expected to be adaptable, agile, and that is driven by a sense of inherent meaning and willing to embrace change. satisfaction in the work that they do to make the Indian logistics industry better and more efficient.

Strategy for Leadership Challenges in Development Leadership

At Future Supply Chain (FSC) Solutions, it is believed that According to the company’s perspective, the challenges leadership development should not be confined to that leaders will face in the future will not be certain individuals at specific levels or positions. Instead, fundamentally different from those that they face today. every employee of the organisation, working at all levels, However, in order to be sustainable, organizations will should get some leadership development training. need to upgrade the traditional leadership development practices that they have been using for decades or even Every employee should have leadership capabilities that centuries. would allow them to make well-thought-out decisions about their own role, functions, and position. Some In the fast-changing business landscape of the modern structured interventions that have been put in place to world, organizations will need to ensure that their leaders help with the process of leadership development at FSC are able to accurately anticipate the future and adapt are as follows: quickly in order to keep up with rapidly evolving trends and technologies. The ability to respond quickly to shifts in Young Leadership Programs the market will help leaders stay relevant and effective. To Multi-Skilling Programs this end, companies should make sure that their leaders Coaching and Mentoring Programs are always made aware of any changes in the market or Sabbaticals for the pursuit of higher education any emerging trends that might affect the business. Opportunities to work on special organizational projects Role change opportunities through internal job postings Seminars, forums, and exhibitions for greater exposure

A combination of e-learning, classroom lectures, and on-the-job training is used to help employees develop their leadership capabilities at FSC. 57 Creating Meaning at Work Meaning at Work for Millennials Future Supply Chain Solutions is a company that places and Top Managers great importance on the task of creating meaning at work Some of the factors that drive meaning at work for for all its employees and workers. The company strives to millennials are: ensure that its employees are constantly given the opportunity to learn new skills, gain new knowledge, and A holistic, egalitarian, and collaborative work work on interesting projects that suit their talents and environment where employees have the freedom to interests. This allows workers to derive a sense of experiment, learn, and speak their mind. achievement and satisfaction from their day-to-day work, Continuous growth and up-skilling through various skill which is a cornerstone of meaning at work. Some development interventions. strategies adopted by the company to maximize the feeling of meaning and purpose among employees are: High-quality coaching and mentoring opportunities in the workplace. Constant and open communication with employees A healthy work-life balance that allows them to follow through various channels their passions even as they work. Explaining the vision, mission, and values of the Timely rewards and recognition for exceptional work or company to each employee remarkable improvement. Linking each task and project to the larger vision or Opportunities for career development and professional organizational goal growth. Providing employees with all necessary resources and On the other hand, some factors that drive meaning at constant support work for top managers are: Providing each employee with the opportunity to learn, Mentoring and coaching opportunities that allow them grow, and develop to use their vast knowledge and experience to groom and develop young talent. Strategies and Attributes Opportunities to give back to society through CSR initiatives and other programs wherein they can work FSC has adopted certain key strategies in order to provide on causes that are close to their heart. their employees with a sense of purpose and meaning at work. These include providing workers with the freedom to Sabbaticals and other opportunities are allowing them explore new projects and leads that catch their interest; to pursue their long-pending aspirations without leaving the ability to communicate freely with their managers and the workforce. colleagues; continuous opportunities for learning, growth, and skill development; and a highly collaborative work New and challenging opportunities that will help them environment. make use of their knowledge and experience while still Some of the core values and attributes that FSC seeks in its offering some room for growth and learning. employees, which contribute to the creation of meaning Global exposure and the opportunity to work on at work, are a customer-centric mindset, authenticity, international projects. agility, and the willingness to accept change. Leadership abilities, openness to new ideas, simplicity, and positivity These initiatives are undertaken by FSC because are some other attributes that are given equal employees and managers who find their work meaningful importance. and intrinsically rewarding consistently perform better and have lower rates of turnover than their peers. 58 What started as a unit of 20 employees within General Electric in 1997, to a NYSE Listed, independent professional services organization 23 years later, was something the then CEO Pramod Bhasin would have surely envisioned. Genpact was the brainchild of a visionary who bore the seed of being ‘future ready’ within the company’s DNA. With 87,000 employees and revenues of US$ 3 billion (2018), Genpact CEO Tiger Tyagarajan still supports the growing movement to build a nationwide, future-oriented workforce founded on sustainable careers. The practices and thought leadership that are being passed down, automatically guide the leaders and employees to be future ready.

Winner Winner Future NCOW Readiness 2020 Genpact

59 With digital technologies shaping the way organizations continuously evolve and deliver better outcomes, there are several characteristics that are incredibly important in today’s world. For companies to be future-ready, culture is paramount – it must be a culture of curiosity, risk-taking ability, and continuous learning through rapid cycles of failure. We believe these tenets of culture are the key ingredients that drive innovation.

Tiger Tyagarajan, Chief Executive Officer, Genpact

60 Being Future Ready - To Listen A View to Disruption & Growth is to understand As a new decade dawns on mankind with Genpact’s main key to identify future trends is to ‘Listen’ to unprecedented occurrences and sizable leaps in all the stakeholders. They uphold the practice through technology, Genpact is all poised to enter the decade, several methods like: future ready and armed with arsenal that shall take on the For customers, Genpact takes a holistic view of their anticipated transformations, head on. clients and businesses through NPS and NPS+ surveys. In Disruption in every industry is causing massive shifts to NPS surveys, they ask clients about business business models, client needs, organizational constructs, transformation impact and process health across hiring, talent demand and supply, and even the very definition training, people management, IT and tech, contacting of work as we know it. Professional service firms like and billing. NPS+ surveys introduce relationship Genpact see this as an opportunity to: measurements across multiple dimensions, generate accurate, specific and rich insights into individual Redesign their organization and delivery model that relationships and give a clear view of at-risk accounts. can cater to client expectations with agility and speed. Growth recognition is tied to intrinsically listening to clients. Adopt and embrace AI, Machine Learning and other advanced technologies in their own operations, as well For employees, Genpact conducts a yearly as into the ones they design and run for their clients. employment survey with all Genpacters on micro, macro and inter-team collaboration culture. The micro culture Equip employees with skills they need to be future survey reveals an employee’s clarity on goals, if they see ready. value in their contribution and how dynamics work in their team. The macro culture survey reveals how they perceive the organization’s leadership strength, culture and other enabling factors. As Tiger Tyagarajan, The Ombudsperson process lets employees discuss grievances with the correct authority without any fear of CEO of Genpact, quoted retaliation, which includes possible harassment or discrimination cases. Employees can drop written notes in The New York Times in any of the Ombudsperson boxes located on every floor or raise their concern via a special email. The process provides a safe way to bring concerns to light and ensures to the employee that complaints are “If You’re Curious, seriously reviewed and resolved as quickly as possible.

You Hold the Keys” Alert tools present empower all team leaders to proactively raise, manage and mitigate risks in a fast and simple manner.

Risk Culture Surveys project the views of the senior and mid management leadership on how risks are perceived across the organization and provide recommendations of enhancing from the current state.

61 Survive and thrive The Women Leadership in the age of disruption Development Program As Genpact gets ready for the future, its goals are clear: Genpact’s aims to comprise 50% of their mid and senior strengthen the ability to win, drive large scale end-to-end leaders to be women. They strongly believe that a gender transformation for clients, and be a key source of value balanced workforce brings in a new perspective – a creation though: different way of looking at solutions to the same problem. This is key in achieving further success for a company. The program is designed to help women employees develop Acquisitions the mindset and skillsets needed to be successful leaders The global industry has been disrupted as well as of the future. Leaders, who have a high learning quotient, dominated by 'all things digital' in the last 5 to 7 years. embrace change and always look for opportunities to Genpact’s business has surely been disrupted, but their improve and enhance. Such leaders can then help ability to continually evolve to meet client demand has institutionalize these traits in their teams, thus driving a borne fruit. Significantly, investments in digital culture of curiosity and innovation. technologies through several well thought acquisitions like Rage Technologies, Endeavour, T7 and Rightpoint have enabled them not only to survive but thrive during these The Executive Hiring waves of disruption. Campus Program The Executive Hiring Campus Program was an initiative Talent Strategies implemented in 2012 where talent from top global B Focusing on attracting, recruiting and retaining high Schools were placed in Assistant Vice President and quality talent, including a gig economy workforce. above roles with direct, client-facing responsibilities in Continuously refreshing the leadership perspective sales and consulting groups. This greatly helped in building through the “Leadership Direct Program”. Building a digital our employer brand globally and was part of our talent pipeline through partnerships with relevant organization-wide strategy for next generation leadership academic institutes and using them to re-skill identified infusion. groups such as Sales, Consulting and Delivery, on digital areas and enable a culture of continuous, pull based self-learning.

The Leadership Direct Program Generally, leadership talent is viewed through the lens of skills and experience, gauging people who can fit into an organization and lead. Genpact begs to differ. We realized that when it comes to collaboration, learnability and leadership, experience has nothing to do with it. So, we decided to hire the smartest people who had a cutting edge in learnability and collaboration, agnostic of their experience.

62 Committed to empowering the future by leveraging data to its full potential, Hexagon is the frontrunner in enabling the world of automation to become one of autonomy. The company’s sensor, software, and autonomous solutions strongly support its vision of a smart digital reality.

With a revenue of $4.2 billion (2018), a company size of more than 12,000 employees, and innovation at its core, Hexagon is set to be a torch-bearer of autonomous future.

Hexagon

63 Leadership is not bound by titles, everyone can be a leader, it’s all about taking initiative and demonstrating leadership in your sphere.

Pramod Kaushik, President, Hexagon India

64 People, Agility, Growth and Meaning at Work

It is indeed a world where technology is shaping much of our lives. Companies like Hexagon have an invisible, yet sturdy hand in ensuring that our lives run without any hiccups. A global leader in sensor, software and autonomous solutions, Hexagon is one of the world’s largest R&D spenders (spending 10 to 12% of net sales) and a high-leverage innovator ranking amongst the 9% of the global companies which financially outperform industry peers while spending less on R&D. Hexagon’s growth model is based on sustainable & scalable solutions that boost efficiency, productivity, and quality outcomes for their customers. In the New Code of Work Awards, they feature for their excellence in developing and identifying great Leaders and bringing meaning at work for their employees. With an employee strength of 4000 and 3700 active patents to their name, Hexagon relies heavily on their people for greater agility, adaptability and market readiness.

Leadership

Leadership at Hexagon is being able to inspire people through a shared vision and to create an environment where people feel valued and feel a sense of pride for their work.

The core attributes of a future ready Hexagon leader include:

1.Business Farsightedness - 4.Influencing Others - Conceptualizing new opportunities by scanning the Understanding the organizational dynamics and environment, challenging existing notions, and bringing effectively using this understanding to get others to in fresh thinking and insight. adopt and adapt to organizational priorities.

2.Excellence - 5.Managing Change - Improving performance, setting up challenging goals The ability to accept, communicate and adapt to for self and team, taking calculated entrepreneurial change and work effectively within a dynamic risks to drive and create high performing teams. environment, be an effective change agent.

3.Nurturing Partnerships - 6.Working Across Borders- The ability to deliver outstanding service to Internal and Recognizes the interdependencies across different external customers and an ability to form long term parts or units and appreciates the benefits of partnerships. collaborative working across the organization.

65 Strategies and Attributes Preparing Leaders Essential for Meaning for Tomorrow Providing individuals and teams with a sense of meaning In order to equip leaders for tomorrow, a comprehensive and purpose at work is essential for productivity and framework of focused training and development engagement. Hence, the organization has adopted opportunities is utilized. Trainings are identified basis the several strategies to enhance employees’ ability to find requisite behavioral and functional competencies, inherent value in their day-to-day tasks. recommended by leaders and mid-level employees. Succession planning and internal mobility has helped Serving a higher purpose: While organizational retain high performing individuals. profitability is crucial, the culture at Hexagon connects At the junior level, the desire is to achieve compliance, get the work done by the employees today and its the basics right and demonstrate the right Intention. A contribution in creating a safer and more sustainable greater focus is given on innovation and creativity at a world for humanity. cultural level which fosters healthy competition and Flexibility: Flexible work arrangements are offered for a growth at work. better work-life balance while enhancing their capacity At the mid-level, Hexagon develops future leaders ready for productivity and creative output. to be deployed at any challenge. The mid-management Future-focused feedback: Employees regularly receive are the backbone to execution of a company’s feedback, coaching, and encouragement along with a strategies, and they are equipped with the necessary skills sense of pride for the brand. and attitude to grow further. Right Fit: Hiring people whose values, mindsets and skills At the top management level, the leader institutionalizes align well with the core vision of the organisation plays a or creates a culture across the organization. At this crucial role in Hexagon’s success to building a culture echelon, the leaders are hired stringently for a cultural which flows through the organization. match.

Meaning Creation for Millennials Prioritising Meaning at Work Millennials are more motivated by meaning and a sense of For Hexagon, creating meaning at work is a major purpose than their predecessors. The creation of meaning organisational priority which is accomplished through a is essential for any company that wishes to retain and focused, top-to-bottom approach. To this end, Hexagon encourage its millennial workforce. Hexagon strives to builds senior management teams with leaders selected for make kindness, innovation, and professional their ability to connect with people and inspire them to self-actualisation cool and exciting for the new generation change the world through their actions and ideas. through impactful branding and effective Aside from the shared organisational goals, the company communication. strives to make each employee feel as though they have The company also attempts to provide its millennial a personal stake in the work that they do. Asking people workers with a great work-life balance and exciting what makes the work they do personally meaningful for growth opportunities in order to keep them engaged and them helps generate valuable insights. It ensures smoother satisfied. After all, millennials measure success not only by communication and helps managers connect with the amount of money they make but also by how much employees on a more human level, in a way that truly control they have over their own time and actions. resonates with them and makes them feel like a valued part of the organisation.

66 By seamlessly integrating Analytics, Technology, Operations, and Medical expertise (ATOM) through its research and development and management services, Indegene has contributed to the success of many healthcare and pharmaceutical companies. Founded in 1998, it has now carved a reputable place for itself in the global healthcare market, with over 50 industry awards to its name. With a revenue of $200 million (2018) and a company size of 2000+ employees, Indegene serves 85 of the world’s biggest companies. Fuelled by passion, innovation, and collaboration, the company’s next goal is to reach a revenue of $500 million in the next five years.

Indegene

67 Dynamic shifts in the global healthcare landscape are causing life sciences companies to fundamentally re-imagine how they bring products to market by drastically reducing the cost and timelines of clinical trials and regulatory approval and reducing their sales and marketing expenditure while driving omnichannel customer excellence. Indegene is at the heart of this transformation and is today one of the leading next-generation product commercialization partners to global pharma, biotech, and medical devices companies. By blending our deep healthcare domain expertise with best-of-breed AI/NLP, digital and data technologies, we are helping clients drive unprecedented levels of efficiency and effectiveness in their R&D, regulatory, medical and commercial operations. Participation in The New Code of Work initiative caused us to step back and introspect. It helped us reflect on the various changes we had to make during our journey of reinventing and adapting ourselves for the new age healthcare landscape.

Manish Gupta, CEO, Indegene

68 Indegene’s Unique Approach Adaptability to the Future and Innovation Indegene, being part of the fast-growing pharmaceutical Indegene has worked hard to inculcate an industry, has a specific and unique approach to entrepreneurial culture within its workforce, hallmarked by future-readiness. Primarily, Indegene views the concept of the informal, evolving, and agile structures of the future-readiness as having three distinct dimensions, organization. The company is known for its ability to namely: commercialize innovation and adapt to the changing demands of the modern marketplace. 1. The evolution of personalized messaging, replacing the old standardized model of communication. Today, To achieve this, Indegene routinely rewards adaptable all communication with physicians, regulators, and innovative behavior from its employees and patients, and other stakeholders needs to be challenges managers to find ways to prevent rigidity and personalized and accomplished through the person’s blind conformity in the workplace. Indegene has also preferred communication channel. This created teams of cross-functional domain experts with personalization is needed for ensuring that the varying skills to grapple with new-age problems in the message does not get lost in the plethora of similar realms of technology, big data, clinical science, and information that people are constantly exposed to customer feedback. these days. To promote ideation and innovation among employees, Indegene has implemented the Value Workshop, which 2. The marketing model of Indegene has shifted defines innovation at two levels — continuous dramatically over the last decade, in line with the shift improvement and business transformation. Each within the pharmaceutical industry at large. Medical employee is encouraged to imagine ways in which the representatives who visited clinics and hospitals to quality of the deliverables can be improved by reviewing promote their products are increasingly being each step of the process. Employees also have the replaced by digitally savvy marketers who can target responsibility to develop solutions and visualize possibilities potential buyers online and sell medical products that can have a significant positive impact on the business directly to them with much less time and effort. of the customer.

3. The geographic scope of the business has shifted immensely for the pharmaceutical sector, which initially focused solely on the developed countries of Research Europe, America, and Japan. Now, new business and Development opportunities are emerging in China, South Africa, and Indegene invests 7 per cent of its annual revenue for the the emerging markets of Latin America. This has purpose of promoting research and development within necessitated enhanced cross-cultural engagement the company. Research and development is the and compliance with various regulatory requirements. foundation on which all of the new-age solutions provided These shifts in the market have necessitated a change in by Indegene are built. The transformational solutions the the customer engagement model of Indegene and other company creates for its customers are crafted with a companies in the pharmaceutical sector. In the futuristic view, with innovation as a cornerstone and a hyperconnected, digitized world of the 21st century, foundational value of all organizational processes. future-readiness requires businesses to keep watch on Seamlessly integrating technology, analytics, medical market trends and change effectively with the changing science, and operations through innovative software is times. one of the major goals of Indegene.

69 Innovation and research are seen as a core value of the Risk Management entire organization and the professionals performing the enabling functions such as finance, HR, customer Strategies relations, etc. are also encouraged to support the Dealing with modern cognitive technologies can throw research team and provide their inputs in the process of up a lot of technical challenges relating to product innovation. The sales team works with the R&D viability, technical feasibility, and marketability. In the department to provide them with market inputs and keep process of delivering data-driven insights in the medical them abreast of the latest trends in the pharmaceutical sector, Indegene has developed various risk-mitigation sector. The finance and legal teams also work with the strategies that will allow them to continue their innovative R&D department to help create finance structures meant approach while being ready for future risks and setbacks.

to meet their P&L requirements. The business excellence or Indegene endeavors to be open with clients with regard operations department helps the innovators to come up to their research capabilities and innovative approaches. with KPIs and quality parameters to enhance their Indegene undertakes innovation by first developing a efficiency and productivity. minimal viable product, which is then taken to the market for feedback from advisory bodies and industry experts. Further, they work by initiating a joint collaboration hub with clients that minimizes the risk of miscommunication and related errors. Effect of the Gig Economy Core Attributes The dynamic nature of the modern corporate landscape of Future Readiness makes the gig economy beneficial both for companies as Indegene is committed to integrating the core attributes well as for enterprising and ambitious independent of future readiness into their organizational vision, values, agents. The freelance or ‘gig’ format offers a degree of and mission. They aim to be the preferred and trusted flexibility that provides a boost to the budget and partner of healthcare organizations around the world. To improves productivity, as freelancers with different accomplish this, they work to create and deliver skill-sets can be hired for different projects, ensuring the innovative solutions for the current and future problems of perfect alignment of skill and task. Indegene has for years the healthcare industry by seamlessly integrating medical been hiring independent experts to work on particular expertise, technology, analytics, and operations. projects for which their knowledge and skills are a great fit.

Passion, innovation, and collaboration are some of the Indegene foresees that the gig economy will grow further cornerstones of the corporate culture at Indegene. A in the next five years, helped along with rising digitization, program initiated and implemented by the company, enabling the emergence of specialists, experts, and known as ‘Being Ahead of the Curve’, encourages and self-learners who will be empowered to pick and choose enables employees at the company to stay the projects they want to work on, which fit their personal future-focused as they navigate and understand their goals, skills, interests, etc. This will cause a shift in the talent environment, work with customers, and look for market and companies will need to create the opportunities to learn, grow, and collaborate. These are infrastructure, legal contracts, and processes that will some of the core attributes of future-readiness adopted enable them to properly leverage the gig economy for by Indegene. the benefit of corporates and contractors alike.

70 Founded in 2007, Ixigo is an eCommerce website that deals with travel and hotel bookings. An AI-based platform, Ixigo aggregates information from hundreds of travel sites to get its user base of over 150 million travellers collated information on their requirement.

With a revenue of $9.4 million (2018) and a company size of around 100 to 250 employees, Ixigo has made a growth jump of more than 200%.

Winner Mid-Size Enterprises ixigo

71 In an innovative environment, staying ahead of the curve is essential and that includes the way we work. We need to be flexible and adaptable to a rapidly-changing reality of how people want to work and what customers want to be truly future-ready.

It was an enriching experience for us to be a part of a platform like NCOW which is inspiring organisations to create better ways to work in a flexible, frequently changing digital economy.

Rajnish Kumar, Co-Founder, ixigo

Aloke Bajpai, Co-Founder, ixigo

72 Building a Billion Member Platform Ixigo is a travel and hotel booking e-commerce platform based in India. The platform aggregates information like travel (flight, train, and bus) and hotel availability, location, and pricing in real-time. Presently, Ixigo provides comparisons for pricing and booking from over 120 travel suppliers for services like flights, trains, cabs and hotels. They are focused on infusing innovation with services to improve customer experience. Their AI-enabled voice assistant TARA and the stand-alone train app for the Indian railway network enabled with Siri shortcuts and VR features are already live. With a user base in the millions, the goal to acquire the next billion users mainly from tier 2 and 3 cities, and competition from the rival flight and hotel booking platforms, Ixigo leans on its internal teams to continue providing value to customers and upgrade services to increase user count and engagement. This is achieved by structuring organizational processes and nurturing a work culture that fosters leadership, productivity, job satisfaction, and future planning.

Inspiring Through Leadership Ixigo believes motivation can be driven by evoking achievement, and their business goals and vision are aligned to inspire achievement among employees. The organization’s goal is to simplify every users' travel planning and reduce the effort to the minimal. Influencing the user’s effort to plan a trip is a strong motivator for employees to further improve the platform and provide exceptional customer service. The message of customer appreciation is delivered to employees through the leadership team. The leadership team at Ixigo, which comprises of the co-founders and top-level management, represent the company at national and global level conferences, presenting innovations, ideas and company products. Employees comprehend the impact that their platform makes on everyday users through the message delivered by their leaders, and this inspires motivation.

Driving Productivity Tracking - Big picture business goals are broken into at Work smaller, measurable goals and tracked. The analytics provides insights that are used to further improve progress. Ixigo follows a four-step structure to define business goals (which are revised every quarter), and productivity for them is a measure of the time taken to achieve these Productivity is a Function goals and the quality of the result. Organizational goals are set by: of a Positive Working Environment Ixigo firmly believes in the philosophy of quality over Definition - The goals are defined based on the quantity, and productivity is a measure of how quickly the company’s vision, current market trends and available best viable result is delivered while ensuring the business technology. vision is intact, and employee satisfaction is positive. They Communication - Ixigo believes in maintaining achieve this by nurturing a positive work environment and transparency within the organization, and all the defined supportive processes: goals are clearly communicated to all employees and Goal-oriented tasks - Ixigo ensures employees are not team members. assigned tasks that require multitasking, which they believe negatively affects productivity. They have a Preparation - Process, personnel, and talent changes, structured hierarchy or teams, and employees and upgrades and acquisitions are made to facilitate efficient projects are divided into single tasks and assigned delivery of business goals. accordingly. 73 Digitizing workflows - Ixigo believes in leveraging Employee up-skilling - Ixigo encourages employees to technology to not only improve customer satisfaction but improve and learn new skills and talents that help them as also reduce employee workload. Their AI- enabled voice an individual as well as the business too, through assistant 'TARA' works as a personal travel assistant for workshops, seminars and online certifications. Employees platform users, and an internal version of TARA is designed are encouraged to explore the latest technology and to be the first point of contact for customer support. In present solutions through ideas and demonstrations. fact, up to 80% of customer queries are addressed by TARA in a fully automated process. Ixigo is investing in implementing technology like Machine Learning, Artificial Intelligence to improve the platform going forward, and work-life within the company.

Fostering a Positive Work Environment

Employees are the backbone of the platform, and Ixigo believes in creating a positive work environment that motivates, engages, and satisfies employees. This inadvertently improves efficiency and productivity, resulting in the growth of the platform. They structure organizational processes to ensure these aspects are met.

Cultivating Accountability - Projects within Ixigo are driven Employee Feedback - While processes are put in place to by employees. Teams and individual members are ensure a positive work environment, Ixigo also conducts a responsible for ideating and directing the project, and in bi-yearly feedback survey to understand from its essence, are owners of the product. This fosters a sense of employees first-hand what environmental factors they ownership, or entrepreneurship within each member find nurturing, and what they want to be improved. This is associated with the product/project and increases helping management take concrete steps from direct interest levels and their engagement with work. feedback.

Open Door Policy - Members for Ixigo, right from the Informal Workplace - Teams are encouraged to conduct founders moving down the ladder, follow an open-door games and fun events to maintain positive energy at policy. Employees have the freedom to approach work. This creates an informal environment where another member of staff irrespective of their designations, employees, especially millennials and young employees, making communication an open channel. This has proven prefer to work. to reduce miscommunication and foster a friendly work environment.

Aligning to Future Demands and Technology The focus for Ixigo moving forward is to leverage modern technology to improve their platform, so existing users derive more value with less effort, and to tap an audience in tier 2 and 3 cities to drive user count upward. Pushing employees to upskill and learn modern technologies like AI and ML and implementing solutions with modern technologies is Ixigo’s primary focus. The stand-alone railway app and voice assistant TARA are already live and garnering positive results. Ixigo has also taken measures to further improve the work environment, so employees have an enriching experience at work and stay motivated to deliver. Perks like stock options, flexible working hours, remote working options, extracurricular activities like zumba and yoga sessions, etc are in place to create a positive work environment. 74 Headquartered in Mumbai, the Kaya Clinic is a leading company known to be a pioneer of effective skincare, haircare and beauty solutions. Since its inception in 2003, the company has touched a revenue of more than ₹400 crores. It also has a chain of 120 popular skincare clinics in India and the Middle East. Built on a vision of making people fall in love with themselves again, the company’s products are widely sold through its own e-commerce platform and other online marketplaces.

Kaya Clinic

75 Employee productivity enhancement has been a topic of discussion for decades but countries like India have seen a declining trend in productivity. Globally, as well, we seem to have hit a ceiling with minimal improvements seen even in developed nations. Some pathbreaking shifts are likely in the next decade with the advent of Robotics and AI/ ML. Estimates differ, but about 30% of jobs that are performed by humans can be automated, thereby creating quantum shifts in productivity. Upskilling of people over the next two decades will be crucial so they are employable in the next 10 to 15 years. Bots have already entered the workspaces to do repetitive actions that today employ millions. Just a simple shift like self-driving cars can displace millions. Another interesting trend for countries like India is the very low participation of women in the workforce and loss of productivity as they are forced to sit out of the regular workforce due to life-stage issues. A mindset shift is imperative if we want 50% of our population to contribute. I am proud to say that at Kaya we are unique in that we have over 85% of our workforce as women. If we can empower, enable, and educate women at workplaces we can see a massive uptick in national productivity. Remember that the Mission Director and Project Director of the Chandrayaan 2 were women. So, if 40 to 50% of jobs in the economy are performed by women, we will unlock tremendous value and dramatically improve productivity. Education of girls and an overall cultural shift both in society and workplace is the urgent need of the hour.

Rajiv Nair, CEO, Kaya

76 Consumption Customer Care Executives - The role of a customer care executive at Kaya is to generate appointments by Determines Productivity contacting prospective customers and nurturing incoming Although Kaya provides a wide range of products and enquiries. Their productivity is a measure of the services, they can encapsulate revenue generation into appointments booked which is calculated by analyzing one term - ‘consumption’. This can be the consumption of the number of appointments and cancellations versus the a product via purchase from one of their Omni-channels number of calls made/attended. like the website or a beauty store, or the consumption of a service like a dermatology consultation or laser hair Clinic Managers - A clinic manager oversees the removal session. Consequently, productivity for Kaya productivity of the clinic, via the dermatologists, therapists revolves around consumption. They measure productivity and staff members in it. Their productivity is measured by based on a process’s or employee’s impact on the operational profitability of the clinic. consumption, and the success or failure of an Backend Team - The backend team is responsible for organizational change is determined by its influence on rolling out new products. Their productivity is a measure of consumption. the total time taken to release a product, and this includes identifying a market need, conducting research and tests, Establishing Metrics evaluating the product, and releasing the product for to Measure Productivity mass consumption. Kaya divides its business into two main segments - Services Frontend Team - The front-end team are sales executives and Products. Consumers access their services at their who are responsible for selling products on-ground. Their clinics, via dermatologists, therapists and members of the productivity is measured by calculating sales per square staff. Productivity of their services at a clinic is measured by feet, after factoring in hiring and training costs. This the effective use of these members’ time. measure is extended to products by calculating the earnings through product sales versus the costs incurred to The productivity of each personnel is defined as follows- showcase the product (store costs, website costs, or Dermatologists - Kaya dermatologists work one-on-one platform costs). with customers on skin and hair consultations and treatments. Their productivity can be measured by analyzing the journey of a customer and customer Challenges Limiting Productivity retention. Kaya’s clinical services generally span across a Talent Acquisition - The quality of services, results and timeline that involves the consultation, a treatment customer satisfaction depends on the skills of the recommendation, the service, which is generally dermatologist and is an aspect Kaya does not conducted in sessions, and a segue to a complementing compromise on. Finding highly skilled specialists that match service. Analyzing the duration of a customer’s interaction their standards can be challenging. with Kaya, the number of products they purchase, and the volume of services they avail provides a measure of the Managing Expectations - Ethics and reputation are of dermatologist’s productivity. paramount importance, and Kaya ensures that only those Therapists - Kaya Therapists are technical experts who services are showcased for which specialists are available. assist dermatologists at the clinic with a service or This can be challenging when a customer expects a treatment being performed. A therapist’s productivity is service that cannot be provided at the time. measured by analyzing the time spent assisting at a service versus the overall time spent at the clinic, and by mapping Legalities - The company comes under the Shops & the revenue earned through a service to the assisting Establishment Act, according to which working hours therapist. cannot be extended beyond a point, regardless of a customer's needs and an employee’s willingness to work

77 late. This has an adverse effect on customer satisfaction remote working options, Kaya is working towards creating and maximum earning potential. more job opportunities for audiences like young mothers who need to balance work and family responsibilities External Factors - Some jobs, like that of a therapist, are (especially ex-employees who leave post having a baby), physically strenuous and can sometimes lead to stress, and millennials who look for work-life balance. which impacts the attrition rate. Since productivity depends on consumption, the economy is a major Employee Happiness - Processes, like ensuring at least 60% impacting factor. With the majority of the workforce being of employees are assigned to a clinic within 5 KM of their women, responsibilities like a newborn baby often lead to home, are put in place in order to ensure employees have losing valuable employees. positive work experiences. Customer Satisfaction Measurement - Since 2018, Kaya Enhancing Productivity has implemented the Net Promoter Score to measure Through Structured Processes customer satisfaction levels and modify strategies towards Productivity at Kaya is principally driven by employees - improving this score. customer care and front desk staff, dermatologists, therapists, and sales reps, which then translates to Results and Future business performance and customer satisfaction. By Implementations analyzing historical data, Kaya has established processes Dynamically allocating resources has yielded an increase to improve productivity, which are: in therapists’ productivity from 70% to 77% and an increase Dynamic Resource Allocation - Employees are not in dermatologists’ productivity from 63% to 75%. permanently allocated to one clinic but are dynamically Establishing the Net Promoter Score in 2018 gave the allotted based on the requirement and performance of a organisation a clear metric of customer satisfaction clinic. An employee being underutilized at one clinic is leading to process improvement. This had resulted in an transferred to another where resources are needed, or increase of the Net Promoter Score from 20 when it was where a potential use of their skill is identified. implemented to 40 a year later. The target for 2020 is to Restructured Hierarchy - Kaya restructured their improve to 60. organizational hierarchy and introduced Regional Organizational changes are implemented with the goal to Managers under the CEO to provide Zonal Managers with increase revenue and profits, employee job satisfaction, guidance and an in-person point of contact for in-house and customer satisfaction and retention. Kaya has clinical staff. Every region was appointed a Head Medical invested in Knowlarity, a customer service and sales call Advisor to guide dermatologists in day-to-day treatment handling solution that has helped streamline customer and research, and they introduced a Lead Kaya Therapist care processes, specifically the out-calling process. role as a career progression for existing therapists. Knowlarity provides information on reasons for call drops, notifies when a customer must be called, and provides High Visibility into Revenue - Currently being built, Kaya analytics and reporting data so customer care executives will release a dashboard with real-time net revenue can make informed decisions. They have also invested in metrics with the aim to identify barriers and improve Microsoft 360 (data management solution) and eLearning revenue generation strategies. systems in order to digitize processes and increase Fostering Employee Growth - An online knowledge efficiency. forum/portal KEY (Keep Educating Yourself) is put in place They also invest in modern technologies like laser to help employees learn, up-skill and perform better. equipment for hair removal and modern acne and scar removal technology that is reducing treatment time, Initiatives for Women - Around 85% of Kaya’s workforce leading to better customer satisfaction, customer comprises of women. By providing more part-time and turnaround, and resource utilization. 78 A successful conglomerate with operations across the globe, the now-famous company, was found in Mumbai, in 1938, by two Danish engineers who had taken refuge in the country. Having assets more than $39 billion, L&T has achieved milestones in the engineering, information technology, construction and manufacturing industries. With 93 subsidiaries and counting, L&T is a name that will echo through the sands of time.

Larsen & Toubro

79 World-class project execution using the latest AI, Machine learning and garnering stakeholder trust amidst a culture of caring, learning, inclusion, innovation, knowledge-building, dynamic collaboration, and empowerment.

Yogi Sriram, SVP-Corporate HR & Member of ECom, Larsen & Toubro

80 The Three Archetypes of Leadership at L&T L&T has created a leadership development philosophy based on three archetypes, namely, business or behavioral, technical, and project or functional. This leadership framework identifies and trains leaders of the future. The framework develops three primary archetypes, at the different levels of the organizational hierarchy. Each of the three archetypes correspond to a set of key leadership competencies and attributes. The business archetype's core competencies and qualities are focused on building the organization and realizing business growth. A project archetype's core competencies are on project execution, operational excellence and timely delivery. The third archetype is a technical archetype, whose key attributes are centered on leveraging technical expertise that meet business goals and outcomes.

Through its training centers and programs, L&T's leaders go through a rigorous process of training that includes competency building and executive education. The three archetypes mentioned above have been built into the training module, through a 3-stage capability building model. The three stages of the model are: clarify, assess and build. To create a team of future-ready leaders, the organization develops leadership talent at all levels across the organization. It has introduced an accelerated organizational learning method that combines cross-cultural, functional and business learning methodologies. It also encourages a result-oriented platform, which also serves as a vehicle for result replication.

Conscientious Decision Making At L&T, decision-making by leadership is done conscientiously. This means the leaders must have the maturity and ability to analyze complex situations, maintain a balanced outlook on any given situation, and take full responsibility for the consequences of their decisions and actions.

Diversity of Thought and Ideas & Collaboration The various development initiatives at L&T have been designed to build a diversity of thoughts and ideas within the organization. Further, it develops and maintains its core relationships, and enhances the reach of its network through collaborations. Core leadership competencies include working through collaborative networks that leverage organizational benefits, democratizes teams and develops social intelligence. At L&T, its business strategy is developed through a collaborative and consultative process.

Meeting leadership challenges In order to meet current business challenges and the changing complexities brought by the future, L&T has understood the following for effective leadership:

Learning Agility is Key to Leadership development program is designed to instill a continuous L&T believes that all emerging, future organizations that learning capability in leadership. L&T believes that an aim to adapt and innovate regularly will be characterized effective leader must be willing to learn and acquire new by a need for "urgency, speed, growing complexity and skills and knowledge continuously. continuous learning". Hence, learning agility is a key criterion in selecting Learning agility entails a process of continuous learning, candidates for their leadership roles. According to L&T, growing, evolving and adapting to the ongoing changes self-awareness and an openness to experiences and in the business environment. Its Seven-Step leadership learning are other key attributes of an effective leader.

81 Imbibing a Global & Digital Mindset Social Intelligence is Key to Leadership L&T has found it critical that its leadership develops a Social intelligence is considered a critical 21st-century skill, "digital mindset". A digital mindset is not merely the ability especially for leadership within L&T. An emphatic of an organization to use technology but to develop a leadership creates an organization that encourages open specific mindset of attitudes, values and behaviors. These communication and is receptive to effective feedback. attitudes, values and behaviors are expected to enable An effective leader is able to emphasize with others. Being leadership to understand how technology can be used to emphatic means being able to understand the needs of democratize teams and processes, while also identifying others, read explicit and implicit emotional signals, discern and designing innovative and complex problems. what team members are going through, and appreciate differing viewpoints and perspectives. Leading a younger diverse workforce L&T has found it imperative that in order to connect with the younger workforce, it must have an open and adaptive leadership style. One of the biggest challenges facing organizations globally is attracting and retaining the younger workforce. L&T has put various processes in place to attract, retain and motivate them. This includes a process through which it can identify exceptional talent, cultivate an inclusive environment, and develop mutual trust among the youth of the organization.

Adapting to a Complex Future Accurately Predicting the Future To grow and sustain in an increasingly complex and An effective leader needs a bi-focal vision. Bi-focality is changing business environment, L&T has incubated the dual ability to accurately perceive future events, and several new-age businesses. Some of the areas of their an ability to focus on the more immediate and urgent involvement are around smart city infrastructure events facing the organization. development, which includes city surveillance, smart L&T has several programs and development initiatives that electric metering, intelligent traffic management systems, train bi-focal vision in their leaders. This includes annual among others. It has also formed alliances in the area of programs that enhance core competencies and AI, cybersecurity, geospatial and augmented functional skills. Further, its Seven-Step leadership reality/virtual reality (AR/VR), among others. framework builds bi-focal qualities for people in key and These businesses that form L&Ts strategic, futuristic plans critical positions of the organization. are expected to open new opportunities to create and Recently, L&T launched a number of specialty programs nurture leaders of the future. around three unique competency clusters - think, act, and engage. They have been custom designed to sharpen very specific leadership competencies.

82 If you were to sift through the most commercially successful companies of the world, you would find that they were able to communicate their purpose and meaning for every employee of the organization. Marico, is no exception. Started 30 years ago by Harsh Mariwala, to realize the dream of converting the unbranded oil commodity to a thriving branded retail business in India. Now standing at a $1.05 Billion, Mariconians have always been ahead of their times. While Marico is present in multiple geographies, their products touch 1 out of every 3rd Indian. They are guided by their purpose to transform in a sustainable manner, which has helped them bring meaning at work for every ‘member’ of the organization.

Marico

83 Consumer of the digital era is intuitive, seeking personal and customized offerings. Organizations of today need a diverse team that can bring in new ideas reflective of the diverse consumer sets we cater to. At Marico, we continuously evolve our efforts to build a ‘diverse’ and ‘inclusive’ workplace. A workplace that nurtures the right environment of belonging so that every person has an opportunity to achieve their full potential. The core of our inclusion journey is proactively ‘listening’ to build the right enablers for the workplace of tomorrow.

Saugata Gupta, MD & CEO, Marico

84 Remarkable Achievements and Leadership in the Digital Age The homegrown FMCG major – Marico is currently India’s leading consumer Products Company operating in the beauty and wellness space. It is present across 25 emerging markets of Asia and Africa and has nurtured multiple brands in the categories of skincare, hair care, male grooming, fabric care, health foods, and edible oil, etc. Now standing at US$ 1.05 Billion turnover, Marico’s sustainable growth story chronicles an empowering work culture that encourages employees to take complete ownership and make a difference to the entire business ecosystem.

Employer brand – Driving meaning at work for employees Founded in 1988 by Harsh Mariwala, the purpose of the Programs for the Millennial Workforce company is not to exist for their business promoters but all The B-School competition: Inter B-School participation in the stakeholders. Mariwala has led several transformations the annual ‘Over the Wall competition’ leads to the at the company infusing agility, discipline, empowerment, interaction and insightful feedback from the senior focus, and shaping various learning experiences from his leadership team. professional life. Volunteering and social initiatives: Members are At Marico, ‘Will’ is more prized than ‘Skill’, because they encouraged to get involved in various CSR activities. believe that people with the right will, learning agility, and ‘Paathshaala Funwala’ is an initiative where employees achievement orientation will be able to make a help school-dropped out girls to enroll back and excel. difference. Even Marico’s most prestigious OC awards are Follow your passion: The empowered culture and based on the values displayed by the employees and flexible working hours encourage employees to follow their will to “Make a Difference”, rather than business their passion outside of work and make a difference. performance.

According to the Great Places to Work Institute’s list, Programs for Managers Marico has made it to the eighth place amongst the best manufacturing companies to work for. At Marico, they Lead with impact: The leadership development don’t have employees, they have a group of members program helps leaders focus relentlessly on improving skills, take accountability, and impact decision-making. who take ownership and are determined to prosper and grow with the company. The members are empowered The Mentorship Program: The Marico Innovation with the freedom to fulfil their aspirations and maximize Foundation (MIF) is established that works in their true potential. collaboration with social enterprises, encouraging The company is employee-centric and works hard to employees to excel in pre-identified challenges. create winners from within who can mentor the future Internal coaching and mentoring initiatives: Through leaders. The company employs various programs for the this, learnings are passed on to relevant teams to bring upliftment of their millennial workforce and managers: great value to the table.

85 Retaining Top Talent Marico goes beyond the traditional methods to incentivize and retain talent. It is a flat organization which gives immense freedom to all its managers to experiment, take risks, focus on excellence with clarity of thoughts, and nurture talents to maximize potential.

The empowered culture enables them to work with full decision-making authority and do a holistic job rather than just executing the decisions. Their 360-degree feedback process is one of the signature practices where new leaders receive detailed in-person feedback from various members. These insights set them up for long-term career development at Marico.

The top management is also involved in selecting young leaders to work on key initiatives for culture-building, sponsoring, and mentoring Think Tanks, and mentoring teams to harness new business ideas.

The Emergence of Marico’s A Look into the Novel Leadership Outlook Future

Marico is a growing FMCG giant that reported an 11% rise Marico has three key objectives to build a diverse and in its consolidated net profit at Rs272 crore by the end of inclusive workplace. the third quarter. But this growth comes with many challenges. Encourage creativity and innovation for strong business results. The rapidly changing market and technology expect the company to change to outperform and flourish Focus on an empowered culture and teamwork to efficiently. Under such conditions, it is the role of the achieve goals. leader to anticipate challenges, take ownership, and Hire talent that represents members of different instil the changes in others. genders, sexual orientations, abilities, educational Another challenge was that as you scale up, how do qualifications, and more. you retain the DNA of a smaller organization and the agility that comes with it? In the coming years, the leadership program is expected to evolve and make the leaders future-ready. Some As the company entered new business segments, changes will be: young members were given more responsibilities and were expected to work with agility. But as they were Democratised leadership training: In future, the delivering well in the business and functional domain, leadership training will include members across levels the company realised the employees were facing a and allow self-driven mission-leading teams. challenge with people skills and emotional intelligence. Undertaking coaching: Managers will identify gaps, To overcome these challenges, Marico implemented educate, and build a rapport with their team to LEAD – learning, encouraging, and development talent achieve goals faster. This will help retaining talents, and program as well as leadership development program to cultivate an environment of growth and innovation. help the leaders stay agile. The company also came up with a ‘70-20-10’ model that focused on – 70% on-the-job Instilling a growth mindset: Leaders will have the ability learning, 20% through mentoring, and 10% through to take more risks and adopt a strategy to develop a interventions for a strong leadership journey. critical mindset amongst others as well. 86 Seven years ago, when Modelez International was established in 2012, it created a stir in the food arena. The company is one of the largest snacks companies in the world, with global net revenue of $25.9 billion. It is a dynamic organisation that has created jobs for more than 83,000 individuals. Its brands like Oreo, Cadbury Dairy Milk, Toblerone among others have won the hearts of people from more than 150 countries and continue to do so.

Winner Multinational Corporations Mondelez

87 At Mondelez, we are reinventing ourselves to stay consumer obsessed with a vision to “lead the future of snacking”. We are focussed on putting the consumer at the heart of our decisions so as to provide them the ‘right snack at the right moment, made the right way’ while ensuring that we “give back to the planet more than we take from it”. Inspired by that purpose our people strategy involved us reimagining work, workplace and our workforce and transforming our culture to inject growth mindset and agility. We are looking forward to learn from other best in class organisations, who participated in the New Code of Work awards and reflect how we can take our journey to its next leap.

Mahalakshmi R, Head HR India, Mondelez International

88 technologies, consumption patterns and business models The Future of Organizational create the need for a workforce that can learn quickly and Productivity constantly grow with the organization. Faster Rapid increases in productivity over the last few decades decision-making processes, cross-functional collaboration, have transformed the industrial sector around the world. and a test-and-learn mindset are some of the elements Today, a combination of cutting-edge technology and that have been used to foster a culture of growth, highly skilled manpower is used by businesses to provide productivity and learning in the company. their customers with products and services in a cheaper, faster, and better way than ever before. To keep up with the changing realities of the modern Productivity Enhancement Strategies workplace, Mondelez has invested considerable time and The India Business Unit of Mondelez has implemented resources in trying to understand and implement the key several strategies for the enhancement of productivity in tenets of productivity enhancement - ways in which the workplace. One of the most important productivity quantum improvements in productivity can be achieved enhancement strategies employed by Mondelez is the without putting a strain on the pre-existing system. creation of the ‘supply chain of the future’. Mondelez India sees productivity as a fundamental This is a world-class, future-ready, integrated supply chain requirement for organizational growth, rather than as a model that makes use of state-of-the-art technologies simple KPI or metric to measure worker performance in a such as the Internet of Things (IoT) and Artificial Intelligence specific function. Encouraging faster decision-making (AI). Manufacturing waste analytics, predictive quality processes, facilitating cross-functional collaboration, and enabled by machine learning, co-manufacturing leveraging the external ecosystem to foster a culture of ecosystems, digital capacity optimization, and affordable experimentation and learning are some of the ways in automation are some of the other productivity which Mondelez is trying to inculcate a growth mindset enhancement strategies used by Mondelez. among its workforce and improve productivity along the This innovation-led approach to productivity way. enhancement, adopted by Mondelez, has led to double-digit growth in revenue for the company in recent Present and Future Challenges years, despite strong competition and adverse economic Quantum increases in productivity are not easy to conditions. The customer is always at the center of all achieve, and the India Business Unit of Mondelez has often productivity enhancement strategies undertaken by had to face numerous challenges in their quest to Mondelez, which has established cross-functional groups maximize productivity and improve the workplace of talented leaders who can work on futuristic projects that environment. All systems, technologies, KPIs, and require innovation and agile execution. processes adopted by the company are of the highest quality and have undergone numerous trials prior to implementation. However, certain practical constraints remain that can adversely affect RoI, such as protectionist The Role of Innovation, government policies, infrastructural issues in the country, Research, and Technology and disruptive or unpredictable consumer behavior. On the 31st of October 2018, Mondelez unveiled a Hence, the company is always experimenting and state-of-the-art R&D center in Thane, Maharashtra. This adapting to the changing realities of the business world. center was built over a period of two years and required Due to the exponential rate of change and advancement an investment of around INR 100 crores. The center applies in the modern world, the challenges faced by employees over 140 technologists and scientists who are tasked with and managers also evolve constantly. Disruptive new driving innovation and improvement in the company.

89 Mondelez focuses on value-driven investments in technology and emphasizes RoI. New technologies are Lessons in Productivity rolled out in small-scale pilot projects, an approach that Learned Through Trial and Error minimizes risk and maximizes efficiency and productivity. One example of this type of technology is the use of Mondelez has tried to embed a culture of ‘test-and-learn’ diagnostic and predictive analytics to create ‘Suggested within the workforce, which allows individuals and Orders’ for individual sellers, based on their past departments to try new innovative ideas and purchases and other records. This system makes use of an methodologies for improved productivity. This mindset analytical mechanism to analyze and leverage historical creates a bias towards action and emphasizes prototype data to make the task of ordering easier and quicker for over perfection, which means that employees are sellers. An AI-based route optimization technology has encouraged to try new ideas even when there is a chance also been used by Mondelez to track its cold-chain that the experiment might not be successful. Forums like distribution network digitally. Category Boards encourage employees to share what they learned from successful as well as unsuccessful pilot projects and experiments. The Importance of Individual The company also seeks constant feedback from Talent, Teamwork, and Up-Skilling customers, and these are acted on promptly by teams of professionals empowered to take calculated risks. For Mondelez undertakes innovation-based partnerships with instance, the 5 Star Renovation Productivity track was other organizations, universities and creative media introduced by the company to expedite the process of agencies to maximize opportunities for talented production. However, this track was rolled back when individuals in the workforce. The top students from the best post-implementation consumer feedback indicated some technical and business schools of India are enlisted to help issues with the track. The strong cross-functional improve productivity, workplace practices, research and collaboration enabled the Productivity team to close the development and other functions in the company. gap created by this rollback and overdeliver despite the To enable effective collaboration between different temporary setback. teams and departments, Mondelez leverages the idea of ‘open innovation’, which involves the flexible exchange of knowledge and ideas within the company to expedite internal innovation. This enables the formation of an innovation hub within the company, led by a cross-functional team of leaders who can collaborate with suppliers, scientists, engineers, investors, and potential business partners to maximize productivity. Building comprehensive functional expertise among employees and democratizing access to direct consumer interactions are some of the primary goals of up-skilling within the company. Employees get exposure to varied cultures and geographies and have the freedom to create a unique career path for themselves within the organization, based on their individual skills and interests. Employees are encouraged to develop a variety of skills and capabilities, prioritizing multi-tasking rather than over-specialization. This approach minimizes redundancy within the workforce and improves productivity. 90 Mphasis was formed in June 2000 after the merger of the US-based IT consulting company Mphasis Corporation Jeroen Tas. and the Indian IT services company BFL Software Limited. Mphasis applies next-generation technology to help enterprises transform businesses globally. Customer centricity is central to Mphasis and is reflected in the Mphasis’ Front2Back™ Transformation approach. The Service Transformation approach helps ‘shrink the core’ through the application of digital technologies across legacy environments within an enterprise, enabling businesses to stay ahead in a changing world. The core reference architectures and tools, speed and innovation with domain expertise and specialization are key to building strong relationships with marquee clients.

Mphasis

91 As a customer-obsessed technology organization, we aspire to help enterprises adopt and apply new technologies to keep them relevant to their end customers. We have chosen our purpose to be the ‘driver in the driverless car’- smart software that powers the world for every enterprise. There has never been a better time for technology companies with the right proposition to find a willing set of ready buyers in the enterprise world. We continue to invest in staying ahead of competitors in positioning ourselves as enablers of the ‘new normal ’ .

Nitin Rakesh, Chief Executive Officer, Mphasis

92 Being Future-ready bringing ‘T’ to the ‘IT’. The teams are responsible to make the company and the client relevant. The We celebrate the endings- for they precede new company see the value they bring to the entire process beginnings. The pace of change is so rapid that and how their contribution sets straight to the future-readiness must be a core organizational attribute. organizational strength and culture. Through Mphasis is all set to enter the new decade with massively appropriate learning platforms, they equip employees increased productivity, newer technology and faster, to embrace digital pivot and have a vision. better and cheaper services. Volatile, Uncertainty, Complexity and Ambiguity (VUCA) The new code of work expects to focus on the ‘how’ of is essential to discuss grievances and is imperative to be productivity. At Mphasis, the productivity is driven such a successful business. Both macro and micro business that improvements are quantum but without strain. The environment demand solutions to obstacles. At inspiration to work harder always comes from a happy Mphasis, implementation of Enterprise Risk team. Mphasis professional service firm sees this Management (ERM) helps to proactively identify, opportunity to: mitigate and monitor VUCA and accelerate productivity. Focus on R&D and upskilling without straining the employees and being transparent to stakeholders. Mphasis an ‘applied teach’ continues to expand its offering across ‘Services Transformation’ to help the By making leaders focused on the ‘other’ yet conscious client bridge legacy IT to digital IT. They have aligned to of the impact of self. the megatrends using the front to back approach, Introducing disruptive technology to smartly transform which in turn puts customers in the center of everything. legacy environments. To enable rapid development and constant renewal of Providing NextGen Services with cutting-edge offerings DevOps, Cloud Native App Dev, Legacy technology focusing on cloud and cognitive service. Modernization, Enterprise Automation, Next Gen Data, AMS, IMS and Cyber Security has been introduced.

To Listen is to Understand Mphasis’s has always been identified as a ‘listening’ Survive and thrive organization. The growth in the client’s business is directly in the age of disruption proportional to their organizational growth. They uphold to As Mphasis is all set for the future, there has been an following practices to stay relevant in the business: intense focus on strengthening the New-Gen services For the clients, Mphasis focuses on creating a seismic centered on modern GTM aligned towards agility and shift in the way they plan, manage, run and invest in the scalability. business. They design practical solutions keeping the end-user at the heart. The Front2BackTM approach uses the exponential power of the cloud and the cognitive Leadership Strategies to provide hyper-personalized digital experience to the AI-based solutions and Robotic Process Automation are client and client’s end-users. The business growing and at the same time reducing the need for aggrandizement reactive to the client’s growth. human resources. So, Mphasis have leaders strewn across the business, individuals in their own right but melded into Learnability is the core of Mphasis’s DNA. The Mphasis a collective whole that is infinitely the better for their Tech Council (MTC) and Mphasis Architect Community presence. They enable the culture of continuous (MAC) are the technology teams and focuses on self-learning with assistance.

93 Disciplined Experimental Responsibilities Approach to Innovation as an ‘Applied Tech’ Mphasis strongly believes in a disciplined experimental As an "Applied Tech" Company solving challenges faced approach to innovation. Mphasis promotes the culture of by enterprises, Mphasis is focused on architecting new experimentation i.e. employees at the level of individuals business models, developing future proof data and team, does experimentation as part of their job and science-based solutions and nurturing a mindset that day-to-day deliverables. 'McKinsey Three Horizons Model' enables the Enterprise clients towards making the journey categorize new ideas that advance the innovative factor to being a digitally-enabled enterprise. of an existing business model, extend an existing business model to new customers and markets, or those that create fresh capabilities to capitalize on disruptive opportunities.

94 A young company, set up in 2016, Nearby Technologies aims to build India’s largest hyperlocal finserve market. With a vision to make financial services available to everyone everywhere, the company serves local merchants and retailers by digitising their financial transactions. Nearby Technologies has an estimated revenue of $14 million - $70 million (2018) and 51-200 employees currently to showcase its growth in such a short time.

Nearby Technologies

95 NCOW platform has helped us to sit back, evaluate and reminisce all the efforts put together. While we look back, it gives us pleasure and a feeling of self-worth to see how much we have traversed in such a short time. It inspires us to keep doing our best, thinking beyond and striving on our efficiencies, and endeavour is to become an aspirational brand to be associated with.

Gitesh Karnik, Head Of People Management, PayNearby

96 Meteoric Rise Amid Volatile Landscape The secret to a successful start-up in the fintech space is a unique amalgamation of innovation, productivity and strong leadership at the helm, and Nearby Technologies is a testament to that. With a customer base mostly comprising distributors and retailers in the B2C space, it is imperative for Nearby Technologies to provide simple, relevant, yet innovative solutions to its customers. To achieve its vision of commanding a 45-50% market share from the current 33%, Nearby Technologies has been focusing on innovating new products while being highly productive and efficient. For this, the company has adopted several strategies, including:

Deploying manpower in locations where the company has no presence. Increase current market share and offer more products on the platform. Train sales, distributors and retailers as well as incentivize the sales team. Reward and recognize high productive employees and customers.

In addition to this, the company has been increasingly emphasizing the need to create innovating products and building future-ready leadership.

Impeding Inspiring Growth Trajectory Innovation PayNearby is a B2B2C company that offers various One of the biggest challenges of Nearby Technologies is financial and non-financial services. The company’s uncertainty and ambiguity in the business environment. To operational efficiencies and multi-product approach remain ahead of the competition, Nearby Technologies have ensured an early break-even in their business. To has created a team of Technology and Product experts remain on the growth trajectory, Nearby Technologies who are responsible for building products aimed at recognizes several roadblocks that can impact this simplifying the experience of its retail network users. For momentum, including: this, the company has invested resources in terms of manpower and technology upgrades. Employee attrition There is also a Data Science team that provides powerful Reluctance from distributors and retailers to sell multiple insights to improve the customer experience and engage products with them more effectively. Lack of deep product knowledge and sales skills Employee motivation and well-trained sales workforce Creating a highly innovative technology and product teams

97 Product Champions and Leadership challenges to ensure profitable longevity and continuity of the business. Nearby Technologies does not foresee a lot of changes in their industry except for the growing usage of machine learning and artificial intelligence for decision making. Being Future Ready However, the company does believe the following Aware of the challenges faced by Nearby Technologies, changes will happen in the field of leadership: the company has deployed a few strategic initiatives to Customers: Product champions will have to create achieve its growing aspiration. Some of these initiatives innovative solutions that will help simplify the customer are: experience, resolve their queries and automate the Aligning leadership strategy with hiring the right set of whole customer interaction points. people who are agile, collaborative, adaptable and Employees: In the rapidly evolving fintech landscape, most importantly, scalable. people will have to be customer-centric while being Leadership programs to empower people to decide innovative and adaptive. Leaders of tomorrow will have their own career path and make them agile enough to to lead by example and be open and transparent in operate in a faster-paced environment. their communication. Provide leaders cross-functional exposure and foster a Crisis Readiness: With the 4G revolution in India, a lot of culture a collaboration between different teams. The transactions are performed online by customers and company has introduced a two-day program called retailers alike. However, the industry in which Nearby IMPACT where managers from different departments Technologies operates is highly regulated, and a single learn about each other and their functions. change in any regulation can potentially wipe out the entire business model. Leaders, therefore, need to be Monthly steering committee meetings where the c-suite adaptable to not only changing customer needs and meet to discuss the future of the company and the behavior but also in anticipating industry-specific progress of key projects.

Developing Bifocal Vision Unity in Diversity While keeping a close eye on its immediate goals, Nearby Nearby Technologies creates diversity in two ways: Technologies is focusing on developing bifocal vision Diversity in thoughts: Different function heads of the among its leaders to help achieve its long-term goals. This company have different perspectives because of the means that the leaders not only have to keep working for roles they handle, thereby bringing diverse ideas on the today but also align themselves with the market trends table. that can disrupt the future. The company mandates employees to spend at least five days in the market to Gender diversity: Gender diversity in leadership teams is know the ground realities and be part of networking ensured by having at least two women leaders at the forums. management level. The company also enrolls its leaders in management The company invites leaders to discuss topics not related courses and tightly measure, monitor, review and to their domain to bring out refreshing ideas and diverse re-calibrate their KPIs. It also provides staff with relevant opinions. These democratic discussions lead to a organizational and learning support to help meet those complete buy-in on several decisions. There are also KPIs. annual rewards and recognition where all the leaders come forward to address the organization and encourage diversity as one of the core values of the organization. 98 The largest food company in the world, Nestle is headquartered in Switzerland and has an average annual revenue of around $90 billion since the last few years. It employs 339,000 people, has 447 factories and has operations in 189 countries around the world. Even today, decades after its inception, the word 'Nestle' tends to bring some cheer in the air. The company owns popular and timeless brands like Nescafe, Kit Kat, Maggi, Smarties and more. It also has a major stake in the world’s largest cosmetics company, L’Oreal.

Nestle India Ltd

99 The Future of Work to me is a haven where achievement and ambition are nurtured in Respect, Purpose, Meaning encompassed by an atmosphere of Imagination and where ‘happiness’ is a desired outcome. Each millennial or Gen Z finds a workplace where team work and Quality work is valued, where their contribution has meaning, they innovate ideas and outcomes without fear of failure and where ‘challenges’ and ‘uncertainties’ are embraced as opportunities. It is a haven one loves to be in, not just for a living but where each resonates to the history, purpose, values and culture of the organization. The experience of being a part of the New Code of Work awards has been that of envisioning the future and an introspection of all the initiatives that we have embarked in the journey towards this vision.

Suresh Narayanan, Chairman & Managing Director, Nestle India Ltd

100 Building Strong Leadership Developing Effective from the Ground Up Internal Leadership At Nestle India, effective shaping, grooming and One of the key features of leadership planning at Nestle is preparation for leadership are key traits that have that leadership positions are filled internally through a enabled the company to emerge as one of the leaders in planned succession pipeline. External hiring takes place the FMCG sector. only when absolutely necessary. From the initial interview to the junior management How does the organization ensure internal succession? training to global exposure, the emphasis is on developing Firstly, through the return of local talent earmarked for strong and capable leadership across all levels. leadership positions that have been sent overseas for relevant exposure. And secondly, from a pool of talent The many strategies that Nestle has put in place for this are available across Nestle’s domestic markets. This robust complemented by a culture that is supportive and talent network enables a majority of slots to be filled from oriented towards future development. The coming years within. will bring many challenges, both in terms of the changing market environment as well as changes in the mindset of A great advantage of this system is that it provides the workforce. Nestle India is equipped for this as well, with motivation for those within the system who can see a a focus on collaboration and joint development. career path upwards.

Leadership throughout Leading the Millennial the hierarchy Workforce Junior management personnel taking up team As a new generation of millennials is getting ready to management roles for the first time attend development assume leadership, Nestle is taking steps to inculcate a centers for assessments and feedback of their capabilities. distinctive leadership culture to motivate and develop the Plans are drawn up and then implanted to address any new teams. gaps. There is a focus on mentoring and coaching in a Moving up the ladder, the leadership talent is exposed to collaborative atmosphere. Leaders engage openly with Nestle’s vast scope of operations in India as well as best talent and give them a transparent vision of what is in global practices. This is an invaluable training ground. store for them in the organization. Leaders attend training programs at development centers Teams across verticals are also urged to collaborate. The administered from the Nestlé Headquarters in Switzerland. intention is always to develop trust and dependability. A network of coaches and mentors are also leveraged for Such actions are already being performed daily, and over their rich experience. the course of the next few years, it is going to be scaled up Furthermore, potential leaders are also sent on to reap future benefits. assignments worldwide to experience varied business realities, work cultures and demographics at first-hand. It is through these policies that leadership development occurs across all levels.

101 Nestle’s Powerful As a future strategy to nurture diverse teams, 57% of all key As a new generation of millennials is getting ready to positions in India have women talent in their succession Leadershipassume leadership, Equation Nestle is taking steps to inculcate a pipeline across a time span ranging from the present to 5 Atdistinctive Nestle, leadershipthere is a culturesimple toand motivate powerful and leadership develop years. equation.the new teams. Dependability = Confidence + Trust. These initiatives are supported by a set of metrics that This means that when a team member says that they will have been identified in line with the diversity vision of get a job done, there is complete assurance of it being Nestlé. These are reviewed at a leadership level every delivered on time with the expectation of quality, and month. without unnecessary follow-ups. This dependability is the aim across the organization, from top to bottom. There is trust and reliability, be it from team Planning the Leadership members or from other stakeholders. To deepen this Roles of tomorrow culture, Nestle has been conducting dependability studies in areas of work to identify the pain points. With dynamic changes in the environment, Nestle’s Dependability scores are assigned with the expectation leadership strategy is firmly focused on its strong that they will go up with the right feedback. In the coming philosophy with an eye on the future. years, the intent is to scale it up across the organization For a start, there is an attempt to create a flat with a wider understanding of its many facets. organizational structure, with its many collaborative benefits. While the global network of training programs, mentors, Keeping An Eye coaches and access to global assignments will continue, On Diversity plans are afoot to also inculcate the right behavioral traits. At Nestle, a diverse leadership team is seen as a key It could be seen as a Socratic method, in which the effort attribute to the success of the organization. With such is to engage in a directed dialogue so that the strengths or diversity comes the strength of outlook and the ability to shortcomings of an approach become apparent. The task cope with changing circumstances. of a leader here will be to preside over the birthing of effective new ideas and insights, no matter which level Some actions taken to mould this are: they come from. In the years to come, the role of leaders will be to foster a 1. Attract: Attention is paid right from the start, with the culture where employees are willing to take risks, make recruitment and selection of diverse talent. mistakes, and learn from asking the right questions. Thus, Interviewers are trained in techniques to be aware of dependability and trust continue to build up. the biases that people often fall prey to.

2. Retain & Develop: Once the talent is on board, there are retention and development initiatives. Regular performance conversations apart, there are career conversations conducted by the Line Manager with key talent. There are also trained coaches who join these conversations and give feedback to the Line Managers on how to handle sessions in an effective way.

102 Even when the real estate market took a bleak turn, Prestige Estates Projects stood as tall as the towering structures it has built. It is a leading realty firm formed in 1986 and is headquartered in Bengaluru. With more than 3000 employees, the property development company has many prestigious residential, retail, hospitality and commercial projects under its name, covering over 80 million square feet. The company is often dubbed as ‘India’s largest developer’. Its annual revenue was a whopping ₹52,841 million in 2018-19.

Prestige Group

103 There has been huge focus on the way the workforce is evolving and with the ever-changing landscape, there is a growing need for a change in the set of capabilities professionals possess, and in the way that they function within an organization. NCOW in giving us a focused approach to showcase the best practices we have around Productivity. My heartfelt thanks to the Team, People Strong for having conceptualised this Endeavour.

Lt. Col. Milan Khurana, Executive Director, HR, IT & Admin, Prestige Group

104 2. Impact of a flatter hierarchy Techno-Workforce Owing to the flatter hierarchy that the company has Driven Productivity Boost started to follow, the possibility of employees becoming more untethered and having a lack of ownership is a Prestige Estates gauges its organizational productivity by possibility which in turn can impact the productivity of a estimating the efficiency in managing its resources to company. manufacture products/services. The company also believes that its capability to efficiently manage prices and 3. Impact of Millennials quantities they sell is also an important contributor to With millennials on the rise in the workforce, it becomes estimating efficiency. According to it, the onus to augment imperative to nurture them and provide them with an the existing productivity lies on the shoulders of both the ecosystem that has career flexibility and provides them employees and the organization through their involvement with interesting and purposeful work. When this is not done and commitment. effectively, productivity can take a hit and lead to the A result-oriented organization like this also understands that downfall of the organization. its competitive advantage is lost, sans their workforce. The impact is felt when the productivity of the workforce 4. Generational gap reduces if the organization misses the opportunities to The workforce will be a combination of employees from engage them effectively to improve their productivity. different generations who have different outlooks and The company ensures that there are no half measures in requirements from their careers. Also, these people will terms of motivating their employees as they believe that it work at their own pace, which in turn can become a is a principal contributor to make them fully committed to challenge to increase productivity. the organization. Prestige also believes that technology is important to improve productivity. They have achieved tremendous growth in productivity through the introduction of technology for higher engagement with Means to overcome challenges their employees which in turn helps them in catching up and increase productivity with many developed economies. Prestige Estates believes that the challenges to improve productivity can be overcome by following various Challenges Plaguing processes. the Rise in Productivity Some of them are: Increasing productivity is not without its challenges and Prestige Estates has faced the brunt of them in their journey 1. Upskilling the existing workforce in the technical skills towards improving the productivity of the organization. makes the employees brace themselves for constant changes in technology that can impact an Some of the challenges constantly faced are: organization. 1. Impact of Disruptive Technologies The company has adopted technology to help the existing 2. Creating an environment of leadership amongst all the workforce. However, some of these are turning to be employees and make them think beyond their disruptive, which are beginning to impact the wages and individual functions and perform duties without skills of the employees owing to its capability to automate anyone’s commands. Prestige Estates plans to use many manual tasks that used to be done by the multiple research tools to identify potential employees workforce. who have leadership qualities. 105 3. A company that has such high faith in its workforce will strive hard to possess an effective talent pool. This is achieved by assessing the employees’ potential through their cognitive abilities.

4. Invest in disruptive technologies even though it has an impact on the wages and skills of the employees. This is important to ensure that the employees used their time to innovate and come up with unique ideas regularly.

5. The challenges to improve productivity can also be overcome if the employees have a propensity to learn and unlearn things at a rapid pace, especially in an era where technology is growing at a rapid pace.

6. Though many tasks are getting automated, some of them are yet to be solved by automation, and hence the company focuses on such tasks to reduce human errors and improve productivity. The workforce engaged in such tasks is assisted by the organization in improving their problem-solving and creativity skills.

Vision for Future Productivity Prestige Estate’s vision for the next one year comprises 3. Setting up an effective rewards strategy that can refurbishing its existing IT ecosystem that is heavily motivate the employees to improve their productivity. dependent on data and enabling them to take advantage of multiple digital opportunities. All the 4. Assisting the employees in charting out their career leaders’ decisions will be supplemented by solid data options. analytics. In the next three years, the company also wishes to invest 5. Constantly analyze for the possibility of brand-new roles in construction technologies that will also boost not present currently but will be useful in the future. organizational productivity. The organization also intends to set new benchmarks, come up with improved solutions 6. Creating experiential and emotional rewards that help at low cost and in shorter time periods. in enhancing their physical, financial, emotional and The company also believes in achieving more social well-being. Employees today are seeking more productivity through the following changes in the future: from their employer, just as consumers are seeking more from the companies they buy from. They want to be proud of the work they are doing, work for an 1.Organizational Design to be tightly wound with the organization that shares their values and make a company's strategic objectives. meaningful contribution to society.

2.Develop a flexible organization structure to enable fast expansion. 106 Roche has come a long way since its inception in 1896. Built on more than a century of challenges, the company’s values and aim of improving lives have never changed. The world’s largest biotech company, Roche, is supported by 90,000+ employees, spread across 100+ countries and has a revenue of 61,466 million CHF (2019).

Roche Diagnostics India was established in the year 2002, and today with over 400+ employees’, is committed to spreading the value of diagnostics across India & neighboring markets. The broad range of advanced diagnostic tests and systems play a pivotal role in the groundbreaking area of integrated healthcare solutions and cover early detection, targeted screening, evaluation and monitoring of disease. Roche Diagnostics India

107 The New Code of Work revolves around the integration of innovation, customer-centricity & digitalization in organizations, impacting the healthcare industry & delivering value to patients. This can be achieved if we focus on leadership in every individual, contributing to a diverse and inclusive organization.

Shravan Subramanyam, Managing Director, India and Neighbouring Markets, Roche Diagnostics India Pvt. Ltd.

108 Meaningful and Purpose-driven Work for A New Decade Roche’s core purpose is “doing now what patients need next”, and they are passionate about transforming patients’ lives. Their employees come to work today, to build a better tomorrow. This has given rise to a diverse, inclusive group of people working as one, with a strong commitment to the Roche values: Integrity, Courage, Passion. There are many pillars that support this vision, the chief of which are compliance, ethics, integrity and innovation. It is through these that meaningful work is practiced at Roche Diagnostics India, with an enabling environment that encourages flexibility and openness. Their APAC Spirit spells this out, with the components being: People First; Be Courageous; Become a Better Version of Ourselves; and Be Caring; Strong Locally, Powerful Regionally. This aims for a disease-free world with the help of engaged employees.

The Meaningful Strategies and Skills Business Vision to Provide Meaning The company is a global pioneer in pharmaceuticals and Roche Diagnostics India’s 1000-day strategy aims to diagnostics, focused on advancing science to improve create customer experience beyond imagination. people’s lives. It is the world’s largest biotech company, The focus is on being the undisputed IVD market leader by with differentiated medicines and the leader in in-vitro delighting customers and sustaining profitable growth. For and tissue-based cancer diagnostics, as well as a front this, there is partnership-based, data-driven and runner in diabetes management. institutionalized innovation. There is a diverse top talent Roche Diagnostics India’s range of innovative tests and team to drive innovation, leadership and Roche values. systems plays a pivotal role in the ground-breaking area of Customer-centricity is a key attribute, as is agility and integrated healthcare solutions. excellence in execution. In this manner, Roche aims for innovation, sustainability Their work practices are guided by inclusion and and an active involvement with the communities they are engagement, with an emphasis on data driven by engaged in. For employees, this is the origin of the technology and digital. meaning they find in their day-to-day jobs.

Retention Strategies Driven Within Individual Development Opportunities, there are by Meaningful Work 1 - 3 months cross-functional projects or role assignments within the affiliate or country. This provides development The core retention strategies for top talent at Roche opportunities to employees, prepares them for future Diagnostics India revolve around the 4 Cs: roles and helps in movements to carve out career paths. Express development opportunities are short- and long-term assignments within APAC, Middle East and some of the Roche Global affiliates. They range from a few months to a few years. These make employees Career Capability Contribution Connection future-ready and also fill the leadership pipeline.

Some of the practices that contribute to the above are Then, there are learning programs at all levels that start Individual development opportunities, Express from leading the self to leading others to leading development opportunities and Employee recognition. managers to leading leaders. The programs cover technical and behavioral skills. 109 Recognizing employee contributions is a large part of Finding Meaning for Leaders creating meaning, though informal and formal means. The 4Cs mentioned earlier as well as inclusion practices Everyone at Roche is recognized for a job well done. The also play a key role in career development. Applause Program allows employees to send a There are Express Development Opportunities specifically congratulatory e-Card quickly and easily to colleagues. for senior managers/ leaders in the High Growth Markets, Financial Point Awards are also regularly handed out. Asia Pacific that strongly help in both their careers and There is also a global program that rewards those who building connections beyond the India affiliate. Strong help realize long-term goals of growth, value and partnerships exist for capability building at senior level, innovation. such as a partnership with IIM, Lucknow, a customized 6 days on-campus program that covers topics like strategy, Through various platforms and people forums, leadership, probability and risk, etc. employees are also encouraged to develop Learning at the senior level is often one-on-one. Executive connections. Networking is key to helping people grow, mentoring and peer coaching are some steps in this see opportunities and creating overall impact. direction. Measuring the Impact of Finding Meaning for Millennials Meaningfulness Initiatives At Roche Diagnostics 52 percent of employees are The impact and the measure of Roche initiatives is millennials and 48 percent belong to Generation X. The reflected in the Global Employees Opinion Survey (GEOS) philosophies sought to be inculcated among them are of score for 2019. Against a benchmark of 71, the score inclusion and a growth mindset. achieved was 82. Diversity is an important feature, be it of age, gender, or Other indicators such as the favorability index and industry. Some of the ways meaningful work is driven for purpose scores were also extremely high, indicating that such diversity as well as other factors are: employees as a whole are driven and engaged. They are - Flexi hours, where a work-life balance is created to also are keen to look for opportunities within Roche India accommodate millennial needs. or other affiliates of Roche rather than looking for jobs - A Food Allowance & National Pension Scheme in which outside Roche. employees can choose if they need cash in hand for Another reflection of this is that in terms of business growth, currents spends or focus on future safety. Roche Diagnostics India is growing year on year with a - Car leasing option within compensation, as well as compounded annual growth of 14% (last 3 years data). secure company vetted cabs on rent (including a special service for women). From Work-Life Balance - Learning programs exclusively developed to bolster the to Work-Life Harmony development of first-time people managers, and other With the concept of work-life harmony, Roche programs for more senior personnel to help them encourages employees to find meaning and balance at understand and discuss the experiences of the changing an individual level. Productivity and purpose are prioritized workforce. over time and attendance. - A Buddy system in which program participants are Workshops, flexible working hours, and a system of diverse assigned experienced people managers to continue the leave from maternity to paternity are other ways to momentum of developing their newly learned skills into achieve this. With a focus on physical as well as mental habits. health, there are periodic check-ups and confidential - A long term and a holistic integrated Diversity and counselling sessions. Inclusion Campaign, called DiveIn1000. The core to this Roche wants its employees to live well, and this is reflected initiative is to have diverse talent in an inclusive workplace in sponsored activities like football, yoga, meditation by building a diverse talent pool, removing unconscious sessions. There are also awareness raising discussions on biases, mentoring people managers on diversity and healthy habits such as proper food choices, shunning creating practices that are more inclusive. Agile, diverse cigarettes, regular cancer screening. 110 squads spearhead this. Established on an invention that could replace the Morse Code, Siemens AG is a visionary, German multinational company that was formed 172 years ago. The name ‘Siemens’ is known in almost every household today because it inspires trust. Employing more than 385,000 people, the company has reported an impressive revenue of €86 billion in 2019. It has transformed the areas of healthcare, infrastructure, manufacturing of medical diagnostics equipment and industrial automation, splendidly.

Siemens Healthineers

111 At Siemens Healthineers, our recognition for success ultimately depends on our people. We must be able to continuously create value for our customers by innovatively combining new technological advances, quickly and competitively. Such high performance requires individuals who are motivated and empowered to pursue a common purpose with passion. It also needs a culture where individuals feel valued, respected, enjoy collaborating and being creative. Further, work should flow unhindered, where excellence is appreciated. By fostering such an environment, we have grown significantly and have also been recognized as a Great Place to Work.

Gerd Hoefner, Managing Director and President, Siemens Healthineers

112 Creating Processes with Productivity as the Core

Siemens Healthineers recognizes the fact that the medical sector demands solutions of the highest quality and precision, which is a given considering everyday use of these solutions impact patients’ lives. They are at the forefront of modern-technology enabled medical devices with products like remote scanning software syngo Virtual Cockpit and AI enabled patient management solution AI-Pathway Companion (under-development).

With the constantly evolving technological landscape and fierce competition, Siemens Healthineers prioritizes productivity to stay ahead. Incorporating today’s technology like Artificial Intelligence (AI), Machine Learning (ML), Data Analytics, and Internet of Things (IoT) into their products so the medical community can leverage their benefits promptly, requires processes and teams that are highly productive and efficient. Towards that goal, Siemens Healthineers have a solid vision of what productivity means, and how to implement an organizational structure to achieve it.

Defining Metrics that Measure Productivity In an organization as massive as Siemens Healthineers, with 18,000 global patents and 48,000 employees in over 70 countries, productivity cannot be easily defined or attributed to one metric. Furthermore, Siemens Healthineers develops products from ideas and concepts, both of which are intangible, making productivity a broad spectrum difficult to condense into a single measurable metric. Through 170 years of experience, they have recognized the following 4 factors to impact productivity, be a measure of it, and whose betterment would improve it.

Performance Excellence Delivering software and product of the highest quality, Maintaining the highest standards of performance that with functionalities demanded by the client, within the are on par or exceed stakeholders’ expectations. agreed upon time and budget. Performance here is a Excellence at Siemens Healthineers is measured via measure of the quality of the product and the adherence measurement systems like the Net Promoter Score. to the defined scope (features, time and budget).

Deliverables External Influences Software and products that are built and delivered External factors like system outages can directly impact undergo multiple stages of design, development, testing productivity, and external factors like stress can indirectly and iteration. Every stage involves a team of engineers, (by hindering everyday work) impact productivity. managers and other personnel performing specific Creating a work culture that rouses job satisfaction and activities that together culminate into the resulting happiness is key to ensuring employees are performing at product. Every individual activity has the capacity to their best, every day. impact the performance, excellence and quality of the overall project, making every day deliverables assigned to For Siemens Healthineers, productivity going forward is individual members of the team an important measure of defined by the growth in revenue and percentage productivity. profitability in revenue.

113 Organizational Processes that The Impact of Current Strategies Enhance Productivity on Productivity & the Organization

Siemens Healthineers has a well-structured strategy for Siemens Healthineers have a clear expectation from their improving productivity at the workplace, which circulates productivity enhancement strategies - around cultivating a strong engineering culture through their core principles, their people beliefs, their unique 4C 1. Expedited advancement in modern technology approach, and the internal performance system. enabled software in healthcare, and a resulting expedited expansion in impact made by Siemens Healthineers. Core Principles and People Beliefs 2. Implementing digitization and transforming into a Siemens Healthineers believes in the attitude of treating digital company. employees as equals, and maintaining an assumption 3. Attracting a competent workforce and being the that individuals are innately trustworthy, want to make a preferred employer-of-choice for talented individuals. positive impact, have an inner drive to learn and grow, and are willing to accept responsibility. Everyday interactions are proceeded with this assumption in mind, Through their structured organizational processes, Siemens ensuring employees regardless of level and designation Healthineers has maintained an impressive Net Promoter are treated with respect and equality, and treat others in Score of 90. the same regard. The employee retention rate over time is 94% which is a testament to the success of their organizational strategies. 4C Approach Regular events like company and department level Culture, Content (work), Career, and Compensation form hackathons foster innovative thinking and bring forward the four 'C's of Siemens Healthineers’ 4C approach. This fresh and unique solutions/ideas. These events also approach was developed with people at the epicenter, facilitate inter-department collaboration at a global level, with the understanding that the four Cs are what every which can be extremely fruitful for an organization as large individual most value and expect from their organization. as Siemens Healthineers. The company rolls out initiatives and programs that assist The implementation of an annual excellence awards employees in growing and balancing each of the Cs. The program encourages healthy competition among 4D training program is a perfect example of an initiative employees, motivates them to perform their best and instils under the 4C program, which offers training in technical, an environment of appreciation. domain, process and quality, and behavioral skills to help employees to up-skill and improve. The 4D training model mandates every employee to 10 working days of training for personal improvement.

Performance System Performance systems like the Net Promoter Score help the organization to measure and calibrate processes for optimal productivity. It motivates employees to deliver their best, enables management to improve processes for improved customer value, and helps the company align expectations across the organization. 114 Entering the market with a revolutionary concept, Sheroes has been giving a constructive space to Indian women since 2013 through its women-only social platform. By successfully helping its audience stay on in a career of their choice and excel at it, Sheroes has already grown to a 51-200 member company from its humble beginnings.

Founder Sairee Chahal’s strong belief in the untapped potential of Indian women has been ingrained in the company culture, proven by Sheroes’ goal of reaching 100 million women by 2022. With an estimated $2 million (2018) in revenue, Sheroes has given wind to much-needed social change by enabling female mentors to inspire female leadership.

SHEROES

115 A high-empathy, trust and safe Internet is what SHEROES is building for current and future generations of women internet users. This slice of the internet is an enabler of identity, well-being and financial independence for women, and is transforming the lives of millions of SHEROES users every day.

Sairee Chahal, Founder, CEO, SHEROES

116 A ‘People First’ Approach to Business

SHEROES is a technology business whose mission statement is to make the internet an enabler for women through their network of solutions, which are their flagship product ‘SHEROES’ - a women-only social networking community, MARS (Managed Remote Solutions) a platform for women to find remote work, acquired women's health app Maya, and acquired community platform for mothers Babygogo. SHEROES, the social networking forum for women, was launched in 2018 with the purpose of building a safe, trustworthy, and supportive online community for women, through which members could connect and grow, be it mental or emotional growth through support and counselling, physical growth through health trackers and resources, or financial growth by creating earning opportunities through social commerce. The philosophy of nurture, growth and betterment, which is the foundation of their business, is also the philosophy for employees within the company. They identify their brand and product as one of high-empathy, and this ideology extends inwards into the workplace. They believe internal organizational processes define the work environment, which impacts employees’ personal experience and in turn their efficacy at work. SHEROES has an unwavering belief of creating a ‘people first’ environment within the company, and they achieve this through an established process structure.

Defining ‘Meaning and Purpose’ Deriving Meaning & Purpose at the Workplace at Work

SHEROES revolves around people, and the success of their SHEROES has strong principles in place that create a work platform is directly proportional to the capacity of the environment which enables employees to derive employees who run it, which is why ensuring employees meaning and purpose from everyday work. Internal are able to extract a positive experience and meaning at processes are designed to create a highly energetic and work is pivotal. stimulating environment, and this drives employees to constancy perform at their best levels. The engaging and SHEROES believes purpose is a powerful motivator, and empathetic work culture naturally brings out innovation their mission statement of facilitating, empowering, and and creativity from employees. supporting a community of over 15 million women instils in their employees a strong sense of resolution. This imbibes The core principles at SHEROES are- the realization of a higher calling, which drives them to succeed and grow. They are able to further reinforce this Community-based recruitment. Employees at SHEROES feeling of purpose through a working environment and first have some form of informal interaction with the organizational processes that revolve around their core company through the platform - by working on special philosophy - technology as an enabler for women. projects, internships, partnerships, or collaborations. This gives the candidates a chance to experience work life at SHEROES on a temporary basis, eventually resulting in a permanent workforce of employees who have voluntarily chosen SHEROES because of a positive experience.

117 Enabling personal growth. SHEROES facilitates personal These core internal organizational processes put growth for employees through specialized programs. The employees at the forefront of the business, which is exactly SHEROES Women in Tech Campus Lead Program, for what drives them and helps them find meaning at work. example, is a program on the platform that helps employees find mentors, attend and run workshops, and facilitate meetups for technical knowledge transfer and growth. The Impact of Leading a Encouraging cross-domain internships. SHEROES allows employees to apply and pursue internships within their ‘People First’ Business diverse ecosystem, giving each member, regardless of age, SHEROES’ business vision of building a solid foundation for experience, or degree, an opportunity to design their own women in the world is what segued the way for an career path. employee-first ideology at the workplace. This approach Employee privileges. Internal services like the has inadvertently resulted in positive outcomes for the chat-based helpline for community members and health business. resources are freely accessible to the employees of Their principles at the workplace facilitate employees to SHEROES. find meaning at work, which has resulted in a consistent decrease of attrition rate. Internal processes and support. Access to stress-relieving hubs like an onsite daycare room within the workplace Employees have the freedom to mould the environment and activities like weekly physiotherapy and and processes, while ensuring the business vision and appreciation day maintain high morale among the values are kept intact, through periodic discussions, team and facilitates a high energy work environment. engaging activities, and support groups. This has resulted in creating a high-energy, supportive, appreciative, and Accountability through the elimination of designation. empathetic workspace designed by the people in it. SHEROES does not enforce managerial roles or The inviting culture makes transitioning effortless for new designations, and every employee at every level is employees, which enables them to deliver with a accountable for specific areas of work and their results. minimum incubation period. This enables an environment where employees are Employees actively participate in internships to learn and driven to take charge and deliver. progress their career in a direction that is best suited for them. The example of a member of the kitchen staff who Investing through innovation. Employees at SHEROES was able to switch domains and move into an have easily accessible communication channels to administrative role through a cross-domain internship present ideas for business growth. These ideas are highlights how effective this is. implemented on the platform on an experimental level, Open communication channels among teams/members and further developed if results are positive. This instils a and constant motivation to innovate has resulted in the deep sense of investment towards the business, for growth of the platform through employee ideated employees. features. For example, the period tracker, badges of recognition, and reward system features on the platform Open learning and development programs. The learning were conceived by employees. and development programs within SHEROES are accessible by all employees, including support staff and Bringing in accountability by eliminating ranks and housekeeping staff. This process stems from the belief allocating the responsibility of individual tasks to individual that every individual within the company should have employees has resulted in the cultivation of strong access to personal and professional growth leadership skills within employees.

118 Shubham’s aim is to provide housing finance solutions to families with informal income. The company’s customised credit programme allows individuals to get home loans without proof of income, making housing loans an affordable option for all.

With a revenue of $5 million (2018) and 100+ employees, Shubham is leading the change in the way housing finance is provided in India.

Shubham Housing

119 We work in a sector that has enabled us to be ahead of the curve. We were pioneers in the field of informal affordable housing loans at a time, when a large portion of companies were looking at only a small portion of the pie. We have continuously evolved as an organisation over the last 10 years. However, the new decade will bring its own set of challenges and opportunities. Work will become more distributed and technology will have a much more profound effect in which we enable our organisation. We are embracing this by growing our employer brand. Being still a young organisation, we are developing new means of reaching out to our target employee base. We have a best in class training program which has been appreciated and awarded in external forums. This will continue to be a key driving force along with technological interventions. We appreciate the way the questionnaire was framed, allowing us to provide an analysis across the spectrum on the work that makes us a preferred employer in this space.

Anil Rathore, Head HR, Administration & Learning, Shubham Housing Development Finance Company

120 Making Home Ownership Easy The organization believes competency towards the business can only be achieved through business Shubham Housing Development is a technology-enabled involvement. They facilitate training sessions for the loan and finance provider. They primarily cater to (but do leadership team through mentors, classroom training, and not limit to) people with informal or unstable incomes, by assigning challenging projects for first-hand business providing easy to acquire credit programs with minimal experience. Some of the internal learning programs they steps. Their business vision is to help families, irrespective of run are: income status, own a home of their own and secure a 1. Publishing case studies for self-learning. more stable financial future. Shubham Housing Development leverages modern technology to facilitate 2. Workshops. paperless loan and credit acquisition through their online 3. One-on-one mentorship. digital solution. 4. E-learning programs. 5. External boot camps. Grooming Leaders for Success The learning curve of an individual is monitored by tracking business achievements, performing regular The organization recognized the need for implementing assessments and analyzing data. This motivates leaders to leadership processes that are more in line with today’s continually grow and upskill. people and technological needs. Rather than follow traditional leadership hierarchies, Shubham Housing Development has a more complex leadership structure in place that facilitates agile teams, modern technologies Aligning Processes (AI, ML, IoT, etc.), and modern thinking among employees. for Improved Productivity Towards building this leadership structure, the organization looks for certain skills from its current and prospective Productivity for Shubham Housing Development is leaders- primarily defined by a monetary collection made, which essentially is how they generate revenue. This makes the 1. Analytical thinking and problem-solving skills. collection team primary drivers of productivity and 2. Prior experience working with and leading diverse supporting teams and technology who facilitate teams. collection ancillary drivers of productivity. Both groups, the collection team and supporting teams, comprise of 3. Ability to adapt to changes in technology and people employees, and they form the roots of productiveness for management. the organization. The company aims to improve 4. Ability to enforce a positive work environment. productivity through the following ways-

With the expectations set, the organization has been Talent Acquisition - While the initial focus as a startup grooming its leaders through a structured 5 year plan that was on quantity- hiring as many heads as needed to was put in place in 2017 that involves developing core ensure services are being delivered, the focus now as functional skills, setting up technology systems, and the company is growing is towards quality- hiring establishing the team for the first 3 years followed by 2 experienced and talented personnel capable of years for developing strong customer relationship skills like delivering high-quality services and who identify with soft skills. the business vision.

121 Training and Upskilling - The company understands the Nurturing People to need for personal growth, which benefits both the employee and the company. The organization invests in Nurture Business Growth training programs to help employees and upper For an organization whose productivity is driven by its management leaders attend programs and certifications employees, creating a work environment that inspires to expand their knowledge, learn modern skills and employees and instils in them, a sense of job satisfaction is technology, and grow as an individual. extremely vital. Business goals aside, the organization also recognizes the basic need for employees to feel a sense Upgrading the Service Portfolio - The company looks to of support, empathy, growth and satisfaction at work. grow in terms of customers, and services provided. They They ensure every employee draws a positive meaning at understand that a diverse product/service portfolio helps work by setting up the following internal processes- sales teams present a more compelling pitch, and also helps the company target a wider audience creating a 1. Imparting the business vision through its leaders, which is larger opportunity for business. to help people with low, medium and unstable income Leveraging Technology - The modern customer is realize their dream of owning a home. tech-savvy and tech-enabled, and so are the 2. Investing in learning programs, so employees have an competitors. The organization recognizes the benefits of opportunity to grow, gain knowledge, and design their leveraging technology in order to digitize services, career path without any constraints. products and processes. They are already experiencing a massive drop-in application processing time after 3. Reward employee talents, growth and digitizing the process. accomplishment to instill the company’s recognition in their contribution. Data Analytics - The company is also investing in analytics 4. solutions in order to extract useful information from data to Ensure the work environment is safe for every employee, provide their teams with actionable insights to make more both physically and mentally, and to nurture a sense of sales and provide better customer satisfaction. Data belonging. analytics solutions like trend analysis charts, predictive 5. Review employee progress periodically to offer analytics, and prescriptive analytics are in place to help suggestions, insights and recognition. employees make better decisions, faster.

Vision for the Future The organization looks at the future from two aspects - one being the growth of the business through its customers, and two being the growth through its employees. The company conducts a yearly customer satisfaction survey to collate feedback about the positive and negative experiences customers faced. They also conduct employee feedback through an internal feedback platform where employees can anonymously post their grievances. This information is vital to the improvement of the product and organizational processes. The analytics solutions that are currently in place provide useful insights and trend information that is being studied to draw conclusive insights about risks, audience demographics and geographies, popular product segments, etc. This information is helping the company identify opportunities for growth and revenue. Leveraging technology and digitization is the key aspect moving forward, both to simplify the use of their products and to improve the efficiency of internal processes. Moving forward, Shubham Housing Development is looking to increase revenue and revenue generation channels, improve customer experience, facilitate employee skill growth.

122 The journey of this popular group from ‘Columbia Pictures’ to ‘Sony Pictures’ was monumental. From producing over 4,000 films and television shows to create online games, Sony Pictures is to be thanked for stellar movies like The Karate Kid, Jumanji, Stuart Little among others. Currently functioning under the vision of Chairman and CEO Anthony Vinciquerra, it reported a revenue of $9billion in 2019.

Winner Meaning at work Sony Pictures Networks

123 Every organization is shaped by its employees and for us to be recognized and shortlisted for the New Code of Work Awards, is a matter of immense pride. This recognition of our unique work and exceptional people practices is a testament to the confidence our employees have in the organization. We follow a purpose-driven approach based on six key values to drive business growth that is firmly anchored in our organization’s philosophy. The exceptional learning and development experiences we deliver, the strength and equity of our brand, our talent practices, and work culture, all come together to ensure that Sony Pictures Networks India (SPN) excels in every business domain. We take pride in our people and they are the primary reason for the organization’s success.

N.P. Singh, Managing Director and CEO, Sony Pictures Networks India (SPN)

124 Shaping a Billion Mindsets Live your dream: Employees including women are given a chance to showcase their business plans and Sony Pictures Network – a subsidiary of Sony Pictures the top finalists get a chance to pitch that to the CEO Entertainment was formed in 1995 to run its television and get funding. broadcasting. So far, the journey of this popular Indian Reverse Mentoring: Juniors are given a chance to media company from ‘Columbia Pictures’ to ‘Sony mentor their senior leaders. This reverse engineering Pictures’ has been remarkable. helps in adding value as well as instilling the sense of From producing over 4,000 films and television shows to pride and purpose early in the juniors. amazing online games, Sony Pictures Network is to be Beyond the basics: Employees are encouraged to live thanked for stellar movies like The Karate Kid, Jumanji, a more balanced and healthy life with the help of some Stuart Little among others. Currently functioning under the benefit programs, policies, and processes. vision of Chairman and CEO Anthony Vinciquerra, it is reported to have an annual turnover of US$ 9billion in 2019. They have also invested in a Leadership Competency Framework to define skills and competencies that have The company is known for holding the highest possible the most significant impact on an organization’s standards in everything they do, right from the quality of performance. The company hires talent from top B their content, to the employees they hire, to their schools that have the right skills and values that align with management styles. They take every role seriously since it its DNA. involves shaping a billion mindsets. Over the years, the company has transformed tremendously with changes such as the introduction of Continuous Performance Management to replace the Making work meaningful – traditional bi-annual reviews, leaner structure for easy access to senior leaders, executive coaching, 360-degree Sony’s guide to leadership feedback, and courses from renowned B-schools like Harvard and Columbia etc. Sony Pictures Network cultivates leaders with its organizational values, encouraging innovation, agility, There is also an extensive focus on people learning, diversity, collaboration and upskilling to remain relevant grooming internal talent and offering challenging and ahead of the curve. While all this is essential, the era cross-functional work assignments that contribute towards of disruption has brought its own set of challenges. the organization’s growth. The new X, Y, Z generation unlike its predecessor, pitches their loyalty to instant gratification and feedback along with work that interests them. Therefore, one of the biggest challenges is retaining top talent and providing them work they find meaningful. Sony Pictures Network works on 3Ps principles – Purpose, Passion, and Pride which perfectly encapsulates what is called finding purpose & meaning at work. They have a more productive, engaged, and a happier workplace where employees can freely express and advance in their personal as well as professional space. Some of their unique ways are:

125 SPN attributes that provide Leading in the digital age an empowered culture with agility, diversity and innovation

According to one research, Sony Pictures Network was The Indian Media and Entertainment industry is witnessing awarded as the ‘AON Best Employers India’ amongst 19 massive growth driven by growing digitization and higher companies across various industries. The empowered internet usage. To cater to the new demands, today’s culture, commitment to create an exclusive business leaders are required to have a completely new style of environment, and keeping employee-centric mindset leadership skills. helped SPNI bag this award. With the rapidly changing customer preferences, leaders At SPNI, they hire talents who align with the organization’s at the organization will have to have a customer-first DNA, keep consumers first, innovate and move fast, strategy coupled with an agile and customer-centric collaborate to win, work with a sense of urgency, take mindset to make the organization future-ready. The ownership and accountability, believe in the power of changing market also demands leaders to engage with diversity, and embrace sustainability, etc. people outside their direct control and collaborate them to achieve goals faster. CXO collaboration at Sony They have an approximately 95% retention rate with Pictures Network includes gauging everyone’s viewpoints expert employees who are aligned with the organization’s and debating it before green-lighting the project. It vision and values. Even SPNI’s meaning at work policy is significantly adds value and insights more democratically. best-driven for millennials giving them freedom and The organization will also need to update their technical flexibility to do their job as well as inspiring them to give skills and the leaders will have to possess bifocal vision to their best, eg: Bring Your Own Self to Work. accurately perceive things happening on the horizon and For top management, SPNI employs Capability Building focus on the more immediate, pressing incidents in the Program where senior leaders equip senior managers with dynamic media and entertainment landscape. tools, tips, skills and techniques that enable them to unleash their potential around their identified competencies. Also, Sales Ki Pathshala initiative to keep their sales workforce abreast about pertinent topics in the dynamic broadcasting environment. Their open and transparent work environment makes it an awesome place for individuals to explore, share ideas, and find true meaning at work.

126 Srijan is a leading web services consulting company, modernizing its clients’ digital systems since 2002. The company’s extensive work in developing complex web applications in Drupal has earned it a place among the top 3 certified companies in the Drupal community globally. With more than 200 clients, 300+ employees, and a revenue of $13.5 million (2018), Srijan has slowly become the go-to technology company for clients around the world.

Srijan

127 Businesses change in size, shape, and form all the time. In times to come, even more so. What attracts people to companies is culture. Core values determine the unique culture of each company. 'Core values' keep people together while the business changes in size, shape, and form. Companies that will succeed in the future are ones that will make the effort to design themselves consciously around their core values. Authenticity in branding and value proposition for their customers will then follow effortlessly.

Rahul Dewan, Founder, Srijan

128 Customer Agenda Core to the Future A software services company, Srijan operates across various international markets and has a local presence in the UK, US, India, Germany, Philippines, Singapore, Japan, Malaysia, Australia, and Hong Kong. Globally, Srijan has a team of about 400 employees and workers. The company has experienced massive growth of over 100 per cent in terms of revenue and team size over the last three years. However, most of the revenue was generated through repeat business, a fact that proves Srijan’s ability to exceed the expectations of their customers. Despite the rapid growth that Srijan has experienced, the company’s leaders and managers keep working to strengthen their position in the market by taking on challenging projects from reputed multinational enterprises and delivering products and services that go above and beyond the expectations of all their clients, a practice that in turn leads almost inevitably to groundbreaking success. Currently, Srijan is investing heavily in Blockchain, machine learning, data science, and artificial intelligence, all of which are, according to the company and its leaders, the technologies of the future.

Adaptability and Innovation Nimbleness and adaptability are essential for the survival maximum adaptability, as any problems or hiccups in the of any company in the fast-changing corporate prototype versions of the product or service can be solved landscape of the 21st century. Srijan has contributed to before any significant investment has been made on the and facilitated the complex digital modernization goals of project. numerous global enterprises. This has enabled Srijan to Srijan also has three practice teams that have been develop a culture of continuous improvement and instituted to promote innovation and research within the learning, which prevents structural rigidity in the company. These practice teams constitute 4-5 people organization and has helped transform it into an agile and each, and they are tasked with listening to all ideas, mature business. collating, analyzing, and testing them, and then For most projects, Srijan deploys a small, specialized team collaborating with other teams for production and to work with the client and come up with a minimal viable implementation. To further encourage innovation and the product and a proof of concept. After these have been sharing of knowledge, Srijan works with open-source built, they are assessed and tested on the basis of various technologies to which all employees can contribute. parameters before being scaled up. This allows for

129 Research and Development industries have undergone has also opened up vast avenues of opportunity for Srijan. Srijan invests over 6 per cent of its annual revenue for the purpose of research and development. As a self-funded Srijan’s focus on technology and the digital world has organization, Srijan places great priority on their R&D changed significantly over the past five years, as the teams, which contribute to the organic growth of the company has worked not just with content company by making processes more efficient and coming management systems but also on projects that are up with new, innovative ideas for products and services. based on Google Cloud, AWS, IoT chatbots, data science, and machine learning. Srijan has helped Being a technology company, Srijan relies on some sort of companies invest wisely in digital technology to technology for the completion of each process and become more efficient, faster, and better automated. function. Hence, every department within the company, Internally, Srijan’s operations have now been completely such as finance, HR, customer service, etc. is encouraged digitized. to share their pain points with the practice teams. This enables the R&D department to work on possible technological solutions for the problems faced by other departments and teams within the organization. Core Attributes of Future Readiness As a people-driven company, Srijan focuses mostly on Effect of the Gig Economy two elements of future-readiness, namely, people and path. ‘People’ encompasses various factors related to Regarding the gig economy, Srijan plans to hire the workforce, such as learning, development, independent agents as and when a project requires their up-skilling, agile maturity, and the values and culture of expertise. Another aspect of future-readiness within the the company and its employees. Path, on the other company is their willingness to learn from the knowledge hand, deals with the vision, mission, and growth and experiences of the gig workers that they hire. Such prospects of the company. knowledge transfer will allow the internal teams at the company to develop important capabilities and skills Hence, Srijan invests constantly in the growth and which will serve them well when dealing with similar skill-development of its employees and workers. The two projects in the future. main components of KPIs at Srijan are performance As freelance workers are used to a different type of work parameters and future growth prospects, both personal culture, learning from them and growing accordingly will and professional. Based on the potential areas for allow the leaders at Srijan to introduce some variety and growth identified through the KPIs, training and change within their own corporate culture. Moreover, the skill-development programs are developed for expertise and specialized skills of independent contractors individual teams and departments. can add a lot of value in the fast-changing technology sector. The top leadership at Srijan serves as a core steering committee and helps facilitate the growth and The Digital Transformation development of individual employees, teams, and departments. The top leadership also ensures that all The digital transformation that has occurred over the last training programs are in sync with the core vision and few decades has disrupted numerous industries and mission of the company as a whole. Srijan has an open businesses, and Srijan is no exception. Great disruptions and democratic culture which allows every employee have been seen and experienced by the company in the to provide their own input on various aspects of the domains of cloud computing, artificial intelligence, organization. This keeps the company adaptable and machine learning, and data science. On the other hand, future-ready in these turbulent times of change and the digital transformation that other companies and technological progress. 130 Changing how learning, networking and working functions, TapChief has grown through the seed of innovation that is ideal for 21st Century’s remote working trend. With a mission to create ‘solopreneurs’, the company has over 100,000 professionals using it as a platform to apply their skills to earn on their terms along with more than 100 businesses. It is an ever-growing idea that has helped freelancers earn more than $2 million in earnings.

Winner Start-Up TapChief

131 All forms of acquisition at Tapchief, whether it be customers, suppliers or talent, digital is the way forward for us and digital readiness is inevitable for us to succeed. We have also decentralized power and decision making by enabling a flat hierarchy. We believe, this is the only way that the power to digitize trickles down to the very last person in an organization making them nimble enough to survive. Awards such as the New Code of Work, enable growing organizations like TapChief to share our story of being future-ready, motivate us as a team and appreciate our efforts, pushing us to do even more.

Shashank Murali, Co-founder and CEO, TapChief

132 The Importance of Productivity in the Workplace At TapChief, productivity is analogous to collaboration. For any team that consists of more than one person, collaboration and productivity are two sides of the same coin. Work, after all, is just the output generated by people who are coordinating, creating, and strategizing together. The advent of digital work has enhanced the need for a collaborative and productive workplace, as employees can now create and communicate in a matter of minutes. With the rise of email and other digital means of communication, many of the barriers to productivity, that had haunted humans for centuries, fell overnight. Workers no longer had to wait for hours or even days for messages to be relayed from one office or job site to another. However, the problem of storage and versioning remained, because while one could share documents via email, any changes to the files or documents still had to be made on an individual level and then shared with the group. This problem was resolved with the advent of cloud solutions like Dropbox and Google Docs. Documents and files could now be pooled in the cloud, instead of each worker keeping a local copy in their hard drive. Any changes or progress made by one employee would, hence, be immediately visible to everyone else on the team, making the process of collaboration infinitely easier and faster. Now, the atomic unit of ‘documents’ seems unnecessary and archaic, a hold-over from the pre-cloud world. TapChief believes that for greater productivity, seamless and speedy collaboration in the workplace is a must. And such collaboration can be facilitated by productivity apps joined with a common layer that increases and streamlines their collaborative functionality across the board.

The Pursuit of One of the major future challenges to productivity that TapChief foresees is the isolation of workers, as more and Productivity Enhancement more companies transition to become partly or fully remote. Passive ideation, casual conversations, and team One of the major challenges faced by TapChief in their building, all of which are essential for effective quest for quantum increases in productivity is the arduous collaboration and productivity, will take a hit as remote task of helping new recruits unlearn old and inefficient working becomes more and more popular. The workplace practices that they had been taught at psychological impact of this type of employee isolation will previous jobs and offices. TapChief is growing rapidly and is have to be combated with the help of more humanistic constantly adding new departments, teams, and functions technology and software. that require a large and efficient talent pool. Helping new employees learn and assimilate with the systems and processes that have helped TapChief improve productivity Strategies for is an ongoing challenge. Productivity Expansion Another major challenge is the need to optimize the One of the most effective strategies that TapChief has workspace for maximum focus and deep work. While open implemented for the expansion of productivity is the offices might facilitate collaboration and easy access to alignment of teams by an objective rather than by colleagues and team members, they often hinder function. This new method of team creation and alignment concentration and focus, which in turn harms productivity. has led to the development of effective tribal centers for Cubicles and booths are just cosmetic solutions that do not productivity and performance. These teams are provide long-term relief in the digital age. Fully remote characterized by fast-paced execution, shared context, offices that allow for maximum collaboration and deep and shorter feedback loops. focus, as and when needed, are the best possible solution to this modern productivity problem. Therefore, TapChief aims to abandon the practice of creating function-based professional teams in the workplace. Instead, they focus on developing 133 cross-functional pods of diverse professionals who are Investments in Innovation motivated to achieve a single organizational objective. In effect, this means replacing traditional departments such and Research Driving Productivity as the marketing, product, HR, or sales with a demand TapChief has made investing in productivity-related growth team, a customer success team, or a supply research and innovation a top organizational priority. growth team. This allows each team to optimize for the Leveraging technology to achieve quantum increases in drive their own goals and objectives, functioning productivity and efficiency has always been a long-term independently and with seamless collaboration. goal and vision of the company. Therefore, TapChief spends 20 per cent of its revenue on R&D for improving productivity. Huge investments have been made on the Levers of Productivity Enhancement development and implementation of organisation-wide Some of the most important levers for productivity tools that can be used for the purpose of managing deep enhancement used by TapChief are as follows: functional workflows. Asynchronous Communication: This allows for more These tools, which come equipped with inbuilt efficient workflow management within the organisation collaborative features, have been implemented in each without the needless interruptions necessitated by pod and department. The leadership at TapChief is synchronous methods of communication such as calls, constantly trying to improve and iterate the way in which meetings, and video conferences. Asynchronous workflows within the company. Candid monitoring and communication allows for the prioritization of importance unfiltered feedback on these investments have been over urgency and prevents superfluous distractions, made possible by the implementation of strong lines of needless anxiety, and bloated meetings. open communication between employees and the Optimizing for Deep Work: Workspace design, policies, management. and collaboration can help make the modern office ideal for deep work and focused productivity. Workers at The Role of Up-skilling TapChief are encouraged to think of each project or task and Teamwork as a hill. Figuring out what needs to be done is the uphill journey, requiring heavy collaboration, meetings, TapChief treats each employee and worker as a brainstorming, etc. The downhill part, on the other hand, is multiplier, in that their skills and knowledge enable them pure execution and allows each employee to put their and others to do better and more fulfilling work, head down and work without the fear of interruption. enhancing productivity across the board. Hence, the company is indifferent to skill and function when it comes Partial Remote Working: TapChief works as a partially to their upskilling programs, allowing each employee to remote company with physical offices that serve as their learn any skill that will allow them to improve their own headquarters. The partially remote nature of their performance or the productivity of their team. workflow allows for deep work phases, collaboration zones, workplace flexibility for employees, and This up-skilling is accomplished through the renowned asynchronous communication methods. All these factors TapChief Level Up Program, which is divided into multiple contribute to productivity expansion in a major way. distinct initiatives. Three of the most important initiatives undertaken by TapChief to enhance productivity through Efficient Employee Onboarding Processes: Constantly teamwork and skill development are the team-wide improving and iterating their employee onboarding and mentorship programs the structured learning paths, and induction process allows TapChief to facilitate faster the annual learning and development allowance context-switching for new recruits. This allows all new allocated to each department. Teams are set up as employees to hit the ground running as soon as they join cross-functional, multi-skill, professional pods in order to the company and become fully productive within a few further aid collaboration and teamwork and allow days for starting their new job. This helps boost confidence colleagues to learn from one another more easily. and enhance individual as well as team performance. 134 Since its foundation in 1905 that contributed to curbing the famine in Europe to present-day ecologically-sound and productive solutions, Yara Fertilisers has always cultivated values that are not only good for individual players but also for the planet as a whole. The company’s precision farming and crop nutrition offerings aim to increase yield productivity and quality as well as reduce harmful environmental impacts. Yara has 60,000+ employees across 60 countries and a revenue of $12.9 billion (2018), making it one of the key players in the agriculture industry.

Yara Fertilizers

135 We are a purpose-driven organization, our mission “Responsibly feed the world and protect the planet “and the company’s purpose and role in the world is balanced between three core ideas. Feeding the world embodies knowledge, economic empowerment, and new innovative ideas. Protecting the planet represents a commitment to emission reduction and sustainable agricultural practices. At Yara, we believe that success can be celebrated only when it is achieved in the right way. We believe knowledge grows and has the power to create a positive impact. We are always in the learning curve, continuously scripting new wave and driving towards excellence, it’s our continuous journey. The New Code of Work Award exercise is a great experience, it has helped us to introspect and fine-tune our approach towards our business.

Sanjiv Kanwar, Managing Director, Yara Fertilizers India Private Limited

136 Ready for an Environment Centric Future Yara Fertilizers firmly believes that a company should celebrate success only when it is achieved the right way. When the entire planet is staring point-blank at a crisis involving scarcity of food and resources, a company like Yara, which is in the fertilizer industry can be future-ready only when it can address this impending crisis. Apart from addressing food scarcity, providing clean air through innovative and sustainable farming practices that can then reduce emissions is another crucial driver for Yara’s future readiness. The company’s capability to translate global challenges into business opportunities is laudable and is the key reason why they exist in such a competitive world. This is also the company’s core mantra to succeed.

Innovation – Enabling a A key factor to shape the future two-way communication Yara understands that innovation is one of the key factors According to Yara, knowledge is one of the most valuable driving future-readiness. As part of this understanding, assets that a person can own. As a result of this, the SINTEF Innovation Lab of Yara has been further evolved. company has enabled two-way communication With the assistance of this innovation lab, Yara aims to between itself and the farmers to share their knowledge delve into various paths that can revolutionize fertilizer for the overall benefit of every stakeholder involved in this production. They also wish to conceptualize a handful of business. disruptive technologies that will not just focus on One way of communication involves the company’s plans environmental friendliness, but also make fertilizers way to understand the needs of the farmers through training cheaper by incorporating smarter processes. The final sessions, webinars, manuals, etc. This is done mainly to product is a perfect choice for farmers who can enjoy its analyze the farmer’s pain points and also understand the utility at a price they can afford. Yara also intends to local environment better to provide optimum solutions to develop sensor-based technologies that can help them in the farmer that works in that environment. predicting various parameters to reduce the unpredictability in farming. All these initiatives ensure that Similarly, to ensure that the knowledge of Yara reaches the the company is well prepared for a future that is as farmers, tools, and services are being developed by the unpredictable as the weather itself. company rampantly. These tools help in better utilization of nutrients and water for not only producing the fertilizers The company’s initiatives in innovation are clearly evident but also to use them in farming. Yara is also in a path to through their patent portfolio. The company boasts of develop a cloud-based Crop-Management System that having filed more than a thousand patents to date and will be delivered as part of the farmer engagement web wish to rejuvenate its portfolio even further in the coming portal. This tool will be a one-stop portal for all the needs of future. The icing on the cake is that none of the a farmer to produce a good yield. company’s existing operations will be harmed or affected by the expiration of its patents in the near future. This speaks volumes about the future readiness of this company through its adoption of technologies that are long-lasting and also is perfect for the betterment of not just the company but also the farmers.

137 Establishment Digitization – of Utility Centers An opportunity to succeed As part of its future-readiness, Yara has plans to open Yara has started realizing that digitization is of paramount multiple Yara Crop Nutrition Centers (YNC) across India. importance in this era, even in the fertilizer industry. These centers are being built with a purpose to provide Consequently, the company has initiated the Yara Digital top quality products to the farmers along with necessary Farming. The company wishes to tap into the fact that crop knowledge to handhold them in getting a better most of the farmers these days carry a smartphone and yield in the farms. YNC will also provide digital services to could receive immediate advice and tips about crops the farmers in the form of digital farming tools and Soil from the agronomists of Yara. This can tremendously Analytical Services. The company also believes that to improve the decision-making capabilities of these farmers. have a superior edge in the market in the future, a strong Often businesses consider digitization as a threat to their retail presence tightly coupled with an understanding of business, but Yara sees it as a plethora of opportunities. the farmers' needs should be present for every company Yara would like to tap into the benefits of digitization and in this industry. reach the farmers irrespective of their location. Digitization On the technology front, Yara has introduced Yara also helps in improving the standard of living of smallholder Technology Centre (YTC) that is used for executing Communities significantly. Yara has started a new digital advanced process control (APC) roll-out strategy. This is development unit to provide solutions to these smallholder essential for optimizing the fertilizer plants to ensure higher farming communities. production with greater energy efficiency. The YTC is also making significant progress in experimenting with variable qualities of phosphate rocks to produce fertilizers. Another center established as part of its assistance to farmers is the Crop nutrition R&D that enables Yara to provide sustainable crop nutrition solutions to the farmers. Through deep crop knowledge, optimized fertilizer products, tools, and services, Yara can deliver nutrients and water in the most efficient, profitable and sustainable way.

138 Thank You Partners

Great endeavors need great partners. The first edition of the New Code of Work Awards is blessed to have partners & sponsors on board that have been instrumental in ensuring the success of this endeavor.

We sincerely thank all our partners for their extended support and contribution.

Process Partner Media Partner Platinum Partner State Partner

Cloud Partner IT Partner Travel Partner

139 About Us

PeopleStrong is a leading Enterprise Technology Wheebox is one of the leading global online company from Asia, that is enriching experience Talent Assessment firm empowering Businesses, at work for over 300+ customers and over 1 Academic institutions and Government with Million users globally. On its journey to writing the deep talent insights for enabling better hiring #NewCodeofWork, PeopleStrong product suite and development decisions using standardised includes next-gen applications in the space of and validated assessments. It benchmarks over 3 HR Technology (Talent Acquisition, Human Million users annually for 300+ Enterprise, 100+ Capital Management, Talent Management), universities and several Central and State Collaboration, Intelligence and Analytics. Known Governments bodies annually. for its penchant to innovate, PeopleStrong has many firsts to its name, the recent one being the With its robust and highly secured assessment application of Machine Learning in Recruitment tool backed by rich and advanced analytics (through Match Making) and Employee and highly interactive interface platform, it Experience (through India’s first HR Chatbot drives business results and people ROI for its Jinie). customers globally. Wheebox powers many Skill Gap Studies in India viz. India Skills Report, Future PeopleStrong is the first company in the space to of Jobs 2022 and ET Star Campus with its insights be successfully assessed on SSAE18 and recently and benchmarking. won the prestigious CIO’s Choice Award for Talent Management on Cloud & Asia’s HR Vendor of the Year Award.

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