Sambhaji Satpute’s Post

### Do You Want to Improve or Redesign? The decision to improve or redesign a process is critical in driving sustainable growth and achieving organizational objectives. Here's how to determine when to improve or redesign and the factors to consider: ## Improvement vs. Redesign: Key Considerations # When to Use Incremental Improvement Stable Process: The process is functional but requires optimization to meet Critical Customer Requirements (CCRs) or Critical to Process (CTPs). Low Entitlement Level: Incremental changes can yield measurable results without significant overhaul. Efficiency Gains: Small process adjustments improve efficiency, reduce waste, or enhance quality. # When to Opt for Redesign (Creation Process) 1. Process Absence: No formalized process exists for the given function or goal. 2. New Product/Service: Introduction of a new offering requires a completely new process design. 3. Process Fragmentation: Multiple, inconsistent versions of the process are in use, leading to inefficiencies. 4. Entitlement Reached: Incremental changes are insufficient to achieve desired outcomes, as the process is at its performance limits. 5. Process Failure: The process consistently fails to meet CCRs or CTPs, requiring a fundamental redesign. 6. IT Implementation: Technology-driven transformations necessitate process re-engineering to align with new capabilities. # Steps to Define and Transition Analyze Opportunities Identify whether the current process can achieve the set goals. Assess if the process is operating at its maximum potential or "entitlement." Pinpoint whether existing challenges stem from fundamental flaws or inefficiencies. # Define Opportunities Review the charter and scope outlined for the improvement initiative. Build a robust project plan based on the analysis and findings. Determine whether to enhance the process or transition to creation for a redesign. # Guiding Questions to Decide Does the process meet CCRs or CTPs consistently? Are there signs of diminishing returns despite continuous improvements? Are multiple process versions causing inefficiencies or inconsistencies? Will technological changes fundamentally alter the process flow? By systematically analyzing opportunities and defining objectives, teams can make informed decisions about whether to pursue incremental improvements or transition to redesign. Both approaches, when aligned with business goals, foster continuous improvement and sustainable success. *If you want to know more contact* Sambhaji Satpute, Director & Business Coach. SMOT® India Tech Solutions Pune. & SMRG- Pan India Team [email protected]

A lot has been said and written about #changemanagement in organizations. But what do the staff at the #lastmile think about the change, how do they feel and experience the change? They don't get the opportunity to sit with the CXOs and understand the why-what-how of change process. But then, they are crucial to ensure that the customers don't face issues due to the changes. During the on-going sensitization-training sessions in Pune, I have had the opportunity to meet and listen to the front end staff express their concerns over a new-management taking over. These concerns are mostly due to hear-say information floating around. Here are the 3 steps I am following and strongly recommend, A. Allay their fears and apprehensions B. Bring clarity and confidence through human touch and C. Connect often and close their grievances. Vijayadiagnostics

Key Management lessons from the #Dabbawalas- I was part of organising the lectures by Mumbai's dabbawalas at various management institutions in Bangalore from the 18th to 21st Sep 2024,while listening to them speak about their operations, I was amazed to know that these simple people follow almost all the principles of management taught in B schools, I started noting key insights from their talks and summarized them in to 26 points, which I am sharing below, almost every principle is followed by them diligently Quality focus-6 Sigma approach Unity is power-Team work Customer evaluation/Black listing of customer who delays their work Belongings and passion for their work Women participation encouraged Top management involvement in day to day activity Quick decision making Internal mechanism to sort difference within team Customized coding for identification Packaging (outer container) for safe delivery Tracking Sorting and grading No technological support Sustainable model Hub and spoke model Simplicity If you do your duty diligently ,the world takes notice No mischief by any members Runs on Trust Focus Consolidation of dabbas (wooden crates) Customer satisfaction/service motto Time management lesson Vision & Forward looking CSR acitivities-Giving back to society

Exactly 4 years ago, we were emerging from the 1st wave of COVID. I recall being part of a webinar with the Indian School of Business Hyderabad on #Sales #Incentives. In that session, I highlighted key insights on the future direction of organizations in the coming decade: - Bigger push in shifting towards system-dependent processes over person-dependent ones, leading to a significant surge in IT investments. - A heightened focus on enhancing employee productivity, prompting the widespread adoption of performance management systems by mid-size and large companies. - Emphasizing the automation of sales processes post the 2020 COVID-induced slowdown, aimed at incentivizing sales teams and driving organizational sales. I emphasized the critical role of system of records like #CRM, #DMS, #LMS, in addition to sales #performance management tools such as #incentive automation and #skill enhancement tools. But my recent discussions with #CTOs and #CSOs in India reveal that many companies are still grappling with managing system of records, highlighting an area that demands immediate attention and transformation. Raghu Bommaraju Aarti Chandra Atmax Technologies

Service Excellence differentiates the Ordinary from the extraordinary. Today the main vector in all Bpos is Customer Satisfaction & Quality scores but many a times, we fail to achieve the same . The result - unhappy clients . In the long run it hurts the planned buisness expansion of the Organization. So the main question here is , where did it go wrong ?? The Employees got their salary month on month .All the managers were experienced . And they all had Six Sigma certifications or atleast aware of DMAIC & Lean tools to run the buisness. Daily , Weekly , Monthly reviews highlighted buisness needs , but still there was failure . First of all there is no magic formula or quick pill for Super Performance . BPO is people intensive buisness . You have a high Performing core base in the operations team which will support the future recruits . Attrition of the core team is not a healthy sign . For retaining , high performing assets , development activities are needed . RNR programmes and IJPs , PLIs need to be there . Early birds always catches the worms. Vision of the organization should be instilled within employees from the joining date .TNA needs to reflect Buisness needs and values .There will be poor or average performers .They cannot be just replaced as productivity is linked to head count.Those with skill issues can be always retrained . BQ Management should be robust & effective . Audit feedback should reach the employees regularly in cyclic pattern to enable them improve sincerely . The managers should be hold accountable for Team Performance . In many places , replying emails , client communication & creating dashboards is observed as their only Job which is incorrect. Managers should be measured for Team Engagement. Do they interact with their Teams on regular cyclic intervals .Do they remember the Top & bottom performers of their team by name . We deal extensively with freshers who are human beings not robots . Too much force exerted will break them towards attrition. You control attrition, you create buisness & process excellence simultaneously It is very simple , employees build the Brand . Have we invested in the right set of people to manage them . People should be motivated to perform rather than forced to deliver .Every single employee is important. You win their hearts , they will deliver the desired results !!!

Building Capability Framework: Success Story of IT Consulting Firm in Mumbai   Embarking on its fifth-year journey with a team of thirty employees, the Mumbai-based IT consulting and services company found itself at the forefront of addressing the surging demand for continuous improvement. The company set its sights on elevating employee engagement and streamlining operational processes to cultivate excellence and efficiency. In a strategic move to optimize the Company's endeavours in software development and consulting engagements, ENSCONCE initiated the development of a comprehensive IT Framework, intricately linked to the Employee Delivery Capability Framework. This approach facilitated a deeper understanding of service levels and customer expectations, achieved through the implementation of a meticulous gating process for delivery expectations and the establishment of clear baselines. Ensconce spearheaded comprehensive initiatives, establishing systematic processes from customer connection to IT proposal handling, ensuring seamless customer engagement throughout delivery. The implementation of acceptance criteria in internal development projects, coupled with the company's feedback processes initiative, enhanced client engagement. These endeavours instilled confidence within internal teams, fostering enduring connections and engagement with end clients. The revision to appraisal process and review policy was a turning point in the company's transformational path as ENSCONCE happened to introduce monthly, quarterly and yearly review practices. This shift also signalled the company's newfound trust in its employees to excel in their respective roles, fostering a culture of accountability and continuous improvement. In essence, ENSCONCE has played a pivotal role in enabling this Mumbai-based IT consulting company to cultivate a culture of quality and creativity. The enduring relationship between the company and ENSCONCE stands as a testament to the transformative influence of strategic consulting in propelling organizational success and sustained growth. #business #startups #startupindia #businesstips #businessstrategies #businessgrowth #businesssuccess #endtoendsolutions #success #successstories

##DOES YOUR BUSINESS HAVE A UNIQUE VALUE## #VALUE PROPOSITION# The Value Proposition should be established with the Research Community in mind & should be derived using the following formula: " Value = Product and/or service attributes + image + relationship " The value proposition should establish why we do what we do, and what impact does it have on the community for whom we provide our services. #UNIQUE VALUE PROPOSITION #: What is the single, clear, compelling message that states why your product/ service is different & worth buying? Definition: Value Proposition describes the benefits customers can expect from your products & services. Value Propositions are based on a bundle of products & services that create value for a Customer Segment. The Value Proposition is the reason why customer turn to one company over another, it solves a customer problems or satisfies a customer needs. Some value propositions may be innovative & represent a new or disruptive offer. Other may be similar to existing market offers, but with added features & attributes. *If you want to know more contact* Sambhaji Satpute, Director & Business Coach. SMOT® India Tech Solutions Pune. [email protected]

Continuous Improvement: The Key to Sustained Success In the fast-paced world of call centers, the only way to stay ahead is through a commitment to continuous improvement. Creating a culture that values feedback and constant refinement isn’t just a strategy; it’s a mindset. From the agents handling customer calls to the managers driving strategy, everyone plays a crucial role in this ongoing journey of growth. By embracing feedback, we not only enhance our processes but also empower our teams to reach their full potential. This culture of continuous improvement transforms challenges into opportunities for innovation and excellence. I’m proud to be part of a company that not only understands the importance of this but actively implements and encourages it across all levels—from agents to managers. Together, we’re building a stronger, more resilient team that’s always ready to adapt and excel. Iterum Connections | BPO | Contact center | Outsourcing

KPIs (Key Performance Indicators) are measurable values that demonstrate how effectively an organization, team, or individual is achieving their objectives. KPIs provide a quantifiable way to evaluate performance, identify areas for improvement, and make data-driven decisions. _Characteristics of Effective KPIs:_ 1. *Specific*: Clearly defined and easy to understand. 2. *Measurable*: Quantifiable, allowing for objective evaluation. 3. *Achievable*: Realistic and attainable based on available resources. 4. *Relevant*: Aligns with organizational goals and objectives. 5. *Time-bound*: Has a specific target date or timeframe for achievement. _Examples of KPIs:_ 1. *Sales*: Revenue growth, sales conversion rate, customer acquisition cost. 2. *Customer Service*: Customer satisfaction (CSAT), net promoter score (NPS), first response time. 3. *Operations*: Production capacity, inventory turnover, supply chain lead time. 4. *Finance*: Return on investment (ROI), return on equity (ROE), debt-to-equity ratio. 5. *Human Resources*: Employee engagement, turnover rate, training and development participation. _KPI Types:_ 1. *Lagging indicators*: Measure past performance (e.g., sales revenue). 2. *Leading indicators*: Predict future performance (e.g., website traffic). 3. *Input indicators*: Measure resources used (e.g., employee hours). 4. *Output indicators*: Measure results achieved (e.g., units produced). 5. *Outcome indicators*: Measure impact or consequences (e.g., customer satisfaction). By tracking and analyzing KPIs, organizations can: 1. *Align efforts*: Focus on key objectives and priorities. 2. *Measure progress*: Evaluate performance and make adjustments. 3. *Improve decision-making*: Use data-driven insights to inform strategic choices. 4. *Enhance accountability*: Hold teams and individuals responsible for achieving targets.

Focus on outcomes, but assess performance based on inputs and outputs. Outcomes are what matters for your business and your customers. Set goals (OKRs or otherwise) about the outcomes you wish to create. Not just financial outcomes, but customer experience outcomes, efficiency and risk outcomes. But don’t assess people’s performance based on those goals. Coach them to select the right inputs and outputs to deliver the desired outcomes, and then assess their performance based on their inputs and outputs compared to expectations for their role and level. Whether those inputs and outputs deliver the desired outcomes is at least as much on your shoulders as theirs. That is, you share the responsibility for strategy, while they are reason for their performance. Worst case is when you give people input goals (x sales calls, y features, z tickets closed, etc) and then assess them based on outcomes. If they nail the inputs yet the outcomes aren’t achieved, it’s the goal-setter who is missing expectations, not them! And if they found a better way to achieve the outcomes with different inputs, it can have a negative effect on their performance assessment! Assessing performance based on outcomes is an innovation and motivation killer.