Zensar's Vision Communities Go Global With Regional Events

Zensar: The Future of Vision Communities
HUMAN RESOURCE MANAGEMENT

TERM III
Page 1 of 8
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LETTER OF TRANSMITTAL
CONTENTS
Sr. No. Title Page no.
1. Executive Summary 4
2. Situational Analysis 5
3. Problem Statement 6
4. Options 6
5. Criteria for evaluation 7
6. Evaluation of alternatives 7
7. Recommendation 8
8. Action Plan 8
9. Exhibits 9
Page 2 of 8
EXECUTIVE SUMMARY
Zensar Technologies Ltd. is a mid-size firm in the Indian IT industry. Over a period of time the firm has
developed a collaborative and inclusive culture where employee relationships are valued more. To focus
on higher growth across geographies, it has become difficult to include the opinion of employees in the
strategic direction that the company has to take through its annual Vision Community exercise. They are
struggling with the issue of retaining the culture of being large enough to deliver and small enough to
care. The various feasible options are evaluated on the basis of different criteria and organizing a firm
wide event by dividing into different zones and this is found to be the most suitable option to resolve the
issue. This solution has helped Zensar focus on its strategic goals without losing focus on its culture. In
other words, the growth model adopted is coherent with its existing culture.
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SITUATIONAL ANALYSIS
About the Zensar Technologies
Zensar Technologies is a mid-sized $200 million Indian IT service firm. The company has
continually prided itself on its employees and its process innovation. It had a particular structure on and
focus on how the growth is to be modelled. It has an innovation-led method and differentiated itself on
being extra nimble and having better degree of executive involvement. They trusted a robust,
proprietary development method, automatic software program equipment, and rich, frequent
conversation.
About Ganesh Natarajan
Mr. Ganesh Natarajan, the company’s vice chairman and CEO had a forward-thinking vision of
making it to one of the top 15 India-based global IT and business process outsourcing (BPO) by 2013. He
is a visionary known for his performance and for his distinctive management style. He is credited with
the turnaround of the firm in early 2000s by laying the foundation for a performance-based culture.
After being appointed as CEO in 2001, he focused more participation and involvement and on
talent management and building a global culture. He also launched the first Vision Community program
to engage the employees in setting the direction for the company. Making decisions at a fast pace and at
the same time being collaborative and supportive were his strong points.
Culture at Zensar: Collaborative and People Centric
Zensar’s culture was a mirrored image of Ganesh’s management. The focal point changed to
relationships, love and constructing a related employer relationship. Zensar’s HR practices embodied the
corporation’s culture of responsiveness and caring. They got maximum of the work completed via
collaboration. Retention rate changed into 97 %, one of the highest inside the enterprise and striving to
preserve the attrition 5% to 6% under the industry norm.
Zensar had an open culture that sought to hear from employees at every stage. Meetings were
held once aquarter, to share business updates, convey market and purchaser records and allay’s human
beings’s challenge. Another discussion board, known as ‘Durbar-e-Khaas’ turned was there to provide
individuals to reach out to seniors, discuss problems or grievances.
The Associate Relations Function
Zensar’s Associate Relations (AR) function came from a Vision Community idea highlighting the
need for each employee to have an HR person whom he or she could relate to personally. ARs were
responsible for associate from the day they joined the organization til the day they left. All the members
of the AR function were evaluated on three metrics:
Vision Communities
Page 4 of 8
A Vision Community was an inclusive forum for innovation and strategy formulation, based on a
unifying theme. It was formed by the management to engage all the employees of the firm in the
decision making so as to make them feel importance and also to leverage the talent pool of their
organization
The Vision Community Process
Steps involved in the Vision Community Process are
VC Launch Idea Generation Idea Short listing Implementation
PROBLEM STATEMENT
With geographical expansion and employee growth on the horizon, what can Ganesh do, so that
Vision Communities at Zensar continues to play an important role in strategic implementation and
driving innovation at the same time retaining its collaborative and people centric culture?
OPTIONS
 To continue with the current VC Process
Although the process was considered to be effective, it could capture and develop only a small
number of ideas. Being held at Pune proved to be a limitation in terms of participation from associated
located in other countries. There is a high probability that good ideas will be discarded without giving it
due importance.
 To put the VC process online and extend it to Zensarians across the globe
The option would broaden access and reach and is designed to accommodate a more continuous
flow of ideas. It did not however address the issue of the collaborative culture that the firm has.
 To organize a firm wide event by dividing into zones
Two – to six person teams from offices around the world can be encouraged to develop ideas
that emerges out of recent client engagements and formalize them for presentation at a regional
convention with senior manager and clients as attendees. The proposals will then be evaluated and due
diligence will be done to ensure the feasibility. The employees will be given an option to participate in a
virtual manner.
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CRITERION FOR EVALUATION
SR. NO CRITERIA WEIGHTS
1 Generation of implementable innovative ideas 0.3
2 Enhancement in networking of an individual 0.35
3 Impact on collaborative culture of the organization. 0.35
EVALUATION OF ALTERNATIVES
1. To continue with the current VC Process
The current procedure, however compelling, can't catch the bulk of thoughts and ideas that can
be produced principally because of two reasons. In the first place, the quantity of members is restricted
as there are just such a variety of individuals that one can fit into a single room. Second, other interested
members will be unable to contribute thoughts because of geographical obstructions. The networking of
an individual won't be enhanced as the number of members in the VC meeting continues as before. The
fulfillment got from networking session will continue as before for an individual member as some time
recently.
The collaborative nature of the organization will endure as representatives who think that it’s hard to
take an interest in the VC talks/gatherings will wind up scrutinizing the social texture of the organization.
The workers will build up an inclination that enough endeavors are not being made by the organization
to incorporate them in the key decisions of the company. It will me pretty much likened to a common
firm where a large portion of the vital choices are taken by the corporate central command without
including the workers in choosing the heading of the firm.
2. To put the VC process online and extend it to Zensarians across the globe
The number of members in the VC gatherings/discussions will increase significantly however the nature
of collaborations will go down definitely as it will be extremely hard to oversee such a colossal level of
participation at the same time. Additionally, there will be a lot of chaos, confusion and it might be very
hard to pass on your thought. It will be highly improbable that we will be able to achieve the same level
of productive brainstorming as before because the quality of interaction on a virtual platform will be
worse off as compared to face to face.
The networking opportunities for the people would be affected in abysmal manner. This would really
irritate people from participating because they would not be seeing any value addition due to lack of
networking opportunities and emergence of chaos. We believe that Connections are better formed
when you communicate one to one as compared with thousands on an online stage.
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However, if we do not consider the individual goals, Perception regarding the interactive and
collaborative culture of the organization will be high as everybody is given a fair chance to contribute to
the strategic direction the organization should take.
3. To organize a firm wide event by dividing into zones
A more prominent number of innovative ideas that are of the most noteworthy quality will be created.
The likelihood of passing up a major opportunity for thoughts that could some way or another be
forgotten because of the before said limitations can be limited. Members from alternate points of view
will have the capacity to give their opinions in a constructive and objective manner will improve the
nature and quality of discussion.
Contingent on the degree of movement of a group's thought, there is an increased scope of networking
opportunities for the people. One can have interaction with individuals of diverse background and field
from various geographies and that can be utilized for accomplishing both individual and organizational
objectives.
The collaborative culture of the organization will improve as each employee will be provided a
fair chance to contribute to the organizational strategy, be accepted and gain recognition.
RECOMMENDATION
In order to choose among the three alternatives, we are going to rank them in order with 3 being the
best and 1 the worst. We will choose the alternative with the highest point for the recommendation.
Criteria/Options Idea Generation Networking Impact on Aggregate

Weightage (0.3) Weightage (0.35) culture
Weightage (0.35)
Continue with 1 2 1 1.35
current process
VC process online 2 1 2 1.3
Organize a firm wide 3 3 3 3
event by dividing
into zones
We are recommending third alternative of organizing a firm wide event to improve the quality of ideas
generated and at the same time remaining true to the collaborative and people centric culture of the
firm.
ACTION PLAN
Page 7 of 8
After choosing the best option, we proceed further to implement our plan of action. These seminars and
presentation structure happen in many top notch organizations like GE, ABG etc. Innovation
management requires the presence of idea generators, facilitators and orchestrators. Thus, apart from
the team presentations and idea generation, there must be special cells composed of senior managers
who can be facilitators and orchestrators to seed the idea and make the team true intrapreneurs. Thus,
not only having the right process of competitions will help, but having a separate hierarchy/structure for
this process is imminent.
For any disruptive management process the five elements viz. structure, strategy, people, rewards,
processes, is necessary (ref. Exhibit 1). Since Zensar needs to retain its culture of innovation, it has to
focus on all the five elements. A divisional structure (in terms of zones) will help concentrate efforts to
retain culture and maintain the vision communities. But this must also be followed by the right people,
the right strategy and the right mix of rewards.
EXHIBITS
Exhibit/Figure source - Internet
Page 8 of 8
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Zensar: The Future of Vision Communities

HUMAN RESOURCE MANAGEMENT

Sr. No. Title Page no.

5. Criteria for evaluation 7

About Ganesh Natarajan

Culture at Zensar: Collaborative and People Centric

The Associate Relations Function

The Vision Community Process

Steps involved in the Vision Community Process are

VC Launch Idea Generation Idea Short listing Implementation

 To organize a firm wide event by dividing into zones

2 Enhancement in networking of an individual 0.35

3 Impact on collaborative culture of the organization. 0.35

3. To organize a firm wide event by dividing into zones

Criteria/Options Idea Generation Networking Impact on Aggregate

Exhibit/Figure source - Internet

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