TCS: From Physical

Offices To
Borderless Work
PRESENTED BY: APO1
 ABOUT THE COMPANY
Tata Consultancy Services (TCS) is a subsidiary of the Tata Group, one of India's most
prominent conglomerates. Here's a quick background on TCS:

Founded in 1968, initially Offers IT services,

called Tata Computer consulting, and business
Systems. solutions.

Has a global presence

Played a key role in with over 448,000
India's rise as a global employees in 46
IT hub. countries

Known for its strong work

Grew significantly during culture emphasizing values
the IT industry boom in the like respect, learning, and
1990s customer-centricity.
About Case
TCS, a major IT services company, transitioned to a remote work model ("Secure Borderless
Workspaces") due to COVID-19.
This brought benefits like increased productivity and cost savings from reduced office space.
However, challenges arose in maintaining company culture and team dynamics virtually.
TCS is planning a hybrid model with 25% in-office work.
Unresolved issues include determining how to structure in-office time and addressing legal and
regulatory complexities of a global remote workforce.
The success of this model hinges on effectively managing these challenges and capitalizing on the
opportunities presented by a more flexible work environment.
 OFFSHORE DEVELOPMENT CENTER
01
Offshore Development Centers
(ODCs) (Late 1990s): TCS
established ODCs globally, acting
as dedicated workspaces for
specific clients. These centers
offered quality with employees
undergoing rigorous training. The
model utilized cubicles and housed
up to 28,000 employees in a single
campus (India). TCS had opened
119 ODCs in India and 70 more
internationally
02
As client relationships
matured and new recruits
(likely millennials) expressed
a desire for broader project
involvement, TCS identified
limitations in ODCs. The
cubicled, single-client focus
lacked flexibility and didn't
foster innovation
03
TCS acknowledged the need
for a significant overhaul. This
included redesigning
workspaces (beyond cubicles),
rethinking work models
(potentially flexible hours), and
potentially revising traditional
security and work schedule
concepts
 AGILE DEVELOPMENT CENTER
Around 2017, TCS transitioned ODCs to ADCs. While still client-dedicated, the focus shifted
from cost-cutting to fostering innovation. The workspace layout became open-plan to
1 facilitate collaboration within scrum teams. ADCs functioned with a less hierarchical
structure, empowering self-organized teams to work together. Projects were broken down
into "sprints" with defined durations and deliverables.

The physical space changes were accompanied by a shift in project development methods.
The traditional "waterfall" model, a linear process from requirements gathering to delivery,

2 was replaced with an agile approach. Agile development is iterative and collaborative, with
projects being developed, tested, and refined in short cycles (sprints) with continuous client
involvement.

Initially, TCS adopted a hybrid model, with 60% of projects using agile and 40% using the

3 traditional waterfall method. As clients embraced the new approach, the majority of projects
shifted to agile development. 01 02 03
 Open Agile Collaborative
Workspaces (OACW)
01
TCS transitioned from client-
specific ODCs to open-plan,
collaborative OACWs in 2018.
This fostered knowledge
sharing across industries, but
limitations arose due to the
need for co-location in agile
projects. They addressed this
by introducing the Location
Independent Agile (LIA) model
around 2019, enabling remote
collaboration across
geographies.
02
To overcome limitations of co-
location and potential visa
restrictions, TCS broadened its
recruitment strategy. They
launched an online test (NQT) in
India and focused on local
hiring in international locations,
like recruiting 1,000 trainees in
the US in 2019. Additionally,
partnerships with universities
through research centers
(PacePort) increased their
visibility and talent pool in the
US, reducing reliance on work
visas.
Secure Borderless
Workspaces (SBWS)
The COVID-19 pandemic and lockdowns in 2020 pushed TCS to rapidly implement its
Secure Borderless Workspaces (SBWS) model globally. This shift involved enabling
employees to work remotely from home while maintaining security and project delivery

The challenge in implementing SBWS was to ensure every associate had secure
remote access. Those who had the required equipment in-office (such as desktops,
laptops, and wi-fi dongles) personally collected the equipment.
For others, the company either procured the equipment and sent it to their homes or
asked them to buy the equipment and later reimbursed

TCS was already exploring location-independent work through the LIA

model. The SBWS model built on these learnings and prior investments in
cloud infrastructure, digital collaboration tools, and agile project
management

Within a fortnight, around 90% of all TCS employees were working

remotely and a majority of TCS' projects were back on track.
Gradually, TCS assisted clients to adapt to this new model of work
 PESTEL ANALYSIS
POLITICAL TECHNOLOGICAL
TCS will need to navigate these Remote Work Technologies: The success of this
complexities in a remote work model hinges on robust video conferencing,
environment, especially with a collaboration tools, and secure remote access
mobile workforce ("Talent Clouds"). solutions.
Data security and privacy become Cybersecurity: Increased reliance on technology
paramount with remote work. TCS necessitates robust cybersecurity measures to
will need to comply with regulations. protect against data breaches and cyberattacks.

ECONOMIC ENVIRONMENTAL
Cost Savings: Reduced office Reduced Commuting: A remote
space requirements due to a workforce can lead to a
remote workforce can lead to significant reduction in carbon
significant cost savings for emissions due to fewer cars on
TCS the road.

SOCIAL LEGAL
Work-Life Balance: ositive impact of remote
Data Security Laws: complying with data
work on employee well-being due to increased
privacy regulations across borders is crucial
flexibility. This can lead to higher employee
for TCS's remote work model.
satisfaction and potentially lower attrition rates.
Labor Laws: TCS will need to address labor
Shifting Demographics: The average age of a
law implications arising from a
TCS associate is 30, a generation accustomed to
geographically dispersed workforce
virtual interaction. This can facilitate smoother
including regulations around minimum wage,
adaptation to a remote work model.
overtime pay, and employee benefits.
 STRATEGIES APPLIED BY TCS

Government Regulations

Data Security Measures Knowledge Transfer and

Collaborated with local
Client Interaction
governments and
Network segmentation
industry bodies Implemented virtual
and access controls
Obtained waivers for tools for process mining
Two-factor
specific regulations (e.g., and client interaction
authentication and
SEZ work) Emphasized data-driven
endpoint security
Adjusted recruitment to insights for project
User activity monitoring
established physical understanding
and device lockdown
locations
Employee training on
data security protocols
 STRATEGIES APPLIED BY TCS

Talent Cloud and Global Onboarding and Remote

Reach Mentoring

Leveraged SBWS for Adapted existing digital

Client Approval and Work-Life Balance and
location-independent platforms for onboarding
Concerns talent acquisition Flexibility and training
Aimed to overcome Encouraged virtual
Focused on convincing geographical limitations Recognized the benefits interactions and team-
clients about SBWS in future hiring of remote work for building activities
security measures employee well-being
Launched initiatives for Addressed concerns
brand visibility and client about blurred work-life
trust (e.g., The Big Q) boundaries through
communication
 Utilized collaborative tools for virtual

Strategies Applied town halls and social interaction

by TCS Promoted a positive and

Maintaining Organizational Culture motivating company culture

Established a 24/7 helpline for

COVID-19 and emotional support

Offered group and individual

counseling with HR and specialists

Planning for the 25-25-25

Model

S W
Strengths
Reduced office space
requirements due to a
remote workforce can lead
to significant cost savings
The "Talent Clouds" concept
allows TCS to tap into a
wider pool of skilled
professionals worldwide.
The average age of a TCS
associate is 30, a communication.
generation comfortable
with virtual interaction and
potentially more adaptable
to a remote work
environment.
TCS has a vast footprint
across countries in a wide
range of industries.
S.W.O.T ANALYSIS
Weaknesses
The strong culture built on in-
person interactions might be
difficult to preserve in a remote
setting.
Building team cohesion and
collaboration effectively in a virtual
environment requires new
approaches and overcoming
potential hurdles like blurred
Increased reliance on technology
necessitates robust cybersecurity
measures to protect against data
breaches and cyberattacks.
Uncertainties surrounding
regulations for remote work across
different countries can create
operational challenges.
O T
Opportunities Threats
Potential benefits like Gaining client trust and
smoother onboarding and approvals for remote work
higher productivity with the arrangements might be an
remote work model. ongoing challenge.
Access to a wider talent pool Failure to adequately address
can give TCS a competitive cybersecurity risks can lead to
edge in attracting highly skilled data breaches and
professionals. reputational damage.
The flexibility of remote work Uncertain political climates in
can improve employee some countries could disrupt
satisfaction and potentially TCS's remote work operations.
reduce attrition rates. Blurred boundaries between
Remote work can improve work and personal life due to
employee well-being by remote work can lead to
offering increased flexibility in employee burnout if not
managing personal managed effectively.
responsibilities.
 RECOMMENDATIONS
1
Refine the 25-25-25 Model:
Establish clear policies for
in-office time, considering
employee preferences,
project needs, client
requirements, and virtual
collaboration training.
tax and labor laws. Additionally,
2 Maintain Client
Relationships
Develop a communication
strategy for the 25-25-25
model, emphasizing security
and transparency about remote
work's impact on projects. Offer
flexible engagement options to
cater to client needs.
5 collaboration tools and
Invest in Long-Term
Talent Management
Develop robust policies for
"Talent on the Cloud"
recruitment regarding global
focus on virtual career
development to bridge
potential skill gaps in a
geographically dispersed
workforce.
3 Enhance Virtual
Collaboration
Continuously upgrade
software to optimize
communication and teamwork.
Additionally, promote active
engagement and informal social
interaction online.
4 Prioritize Employee
Well-being
Combat work-life blur
through clear communication
guidelines and promote
healthy boundaries. Continue
offering mental health
resources for a remote
workforce.
Thank you!
Anjali Mittal - 230101021
Ankur Gupta - 230102016
Manay Mehta - 230102046
Shashank Jalan - 230101185
Ananyaa Singh - 230102012
Shivam Rastogi - 230101191
Utkarsh Agrawal - 230102088