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November 15, 2019 - Comments Off on eBook: GIC Talent Strategy Guide

eBook: GIC Talent Strategy Guide

GIC Guide_eBook cover

About the eBook

Global In-house Centers are running the risk of becoming obsolete because many of them are stuck in limbo between being cost centres and innovation centres. This eBook helps GIC organizations cross this chasm by reviewing and reimaging their talent strategy. We present seven areas that HR teams must focus on to make their employees future-ready and successfully transform into centres of innovation, market expansion and ultimately, global excellence

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November 15, 2019 - Comments Off on Fortune Favors the Bold – How leading Global In-House Centres(GICs) are delivering value through innovative talent strategies

Fortune Favors the Bold – How leading Global In-House Centres(GICs) are delivering value through innovative talent strategies

GIC STUDY-2019

GIC Study Report

To understand what is changing in the world of GICs, it is important to track the evolution of such global delivery centres over the past three decades. While the 1990s and 2000s saw the emergence of GICs around the world, these were primarily driven by cost constraints of their global parent entities. Back then, captive centres were focused on improving business process efficiencies with an eye on maintaining delivery quality. The rapid growth of ASEAN countries and the economic liberalisation of India in the 1990s piqued the interest of large corporations. Backed by global delivery models, many of these firms set up shop in South and South-East Asia, along with the Asia-Pacific region. GICs were also set up in parts of Latin America.

Moving on from just being centres for global labour arbitrage, over time, many such captive centres gradually shifted their focus to value-added activities such as IP-creation, building competencies around emerging technologies, setting up COEs and taking full ownership of vendor management².

The KNOLSKAPE GIC study 2019 covers the following.

  • Overview of GICs
  • Top challenges faced by GICs
  • Strategic Priorities Going Into 2020
  • Key Talent Initiatives
  • Business Evolution and Talent Implications
  • GICs: The Next Frontier
  • How KNOLSKAPE Helps Build Future Skills

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October 31, 2019 - No Comments!

Infographic: Ideas to build FutureSkills

Build Digital Capabilities across the OrganizationWe are happy to share our work in the area of digital capability building across organizations, and how we’re helping firms make the transition from the bottom rung of the maturity curve to the top

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September 18, 2019 - Comments Off on WORK IN THE DIGITAL AGE | Article Series

WORK IN THE DIGITAL AGE | Article Series

work in the digital age

Delivered like clockwork. Well-oiled machine. The next growth engine. Have you heard these expressions at the workplace? These are used as metaphors to describe effective projects, teams and innovative ideas. These metaphors, rooted in the industrial age, give you a vivid imagery of wheels spinning in stunning precision, mechanical parts moving flawlessly and cylinders firing away. Efficiency and productivity are keywords that come to mind when you think of these systems.

These metaphors are so widely and frequently used that they deeply shape our thinking and understanding of our workplace. The problem is that these metaphors don’t describe modern workplaces. Machines are great at doing the same thing, the same way repeatedly over time. The metaphor of organizations as machines works well only when the environment is controlled, predictable and structured.

It is no secret that we live in a new hyperconnected era where there is heightened uncertainty and unpredictability. In the digital age, organizations are not machines; they operate more like living and breathing organisms. Accordingly, we need a new operating logic that defines the way our projects get done, how we operate in teams and how we unlock new ideas.

As we move from the machine to the organism metaphor, we find that traditional command and control hierarchies are dissolving. Organizations have become ecosystems and traditional organizational designs have transformed into networks of competencies where individuals and teams are connected both internally and externally in intricate ways. Consequently, individuals must work with a significantly greater number of stakeholders inside and outside the organization to accomplish their goals. Traditional sources of power, centered around authority and control, don’t have the same effectiveness as they did during the industrial age. So how does an employee get things done?

In the digital age, influencing is the new currency that helps one get things done. Here are the four things one must focus on to be able to influence stakeholders in the digital age.

This article series is authored by Rajiv Jayaraman & Subramanian Kalpathi.

To read more, you can download the complete article series.

 

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August 14, 2019 - Comments Off on Build skills, not contact lists: How to be an effective networker in digital era

Build skills, not contact lists: How to be an effective networker in digital era

Build Skills, not contact listsConsider the following scenario: you work as a sales manager in a fast-growing company, and over the last few years you have performed consistently well and exceeded expectations. It is the beginning of the financial year. Top management recognizes your potential and decides to give you a promotion, a raise and a role change: In line with the organization’s vision of entering new markets, you are now required to unlock growth in a new geography. This means you will shift countries and relocate to an alien land, with the intent of establishing your firm’s footprint in that country. You are excited and anxious at the same time. Excited to be given this opportunity for growth and anxious because you will start from scratch: new team, unknown market, strange culture and unfamiliar territory. It is time to unlearn and relearn.

This article is authored by Rajiv Jayaraman & Subramanian Kalpathi. To read the full article, download your copy by submitting the form.

 

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August 14, 2019 - Comments Off on The most in-demand skill: The ability to unlearn and relearn at a rapid pace

The most in-demand skill: The ability to unlearn and relearn at a rapid pace

In-demand skills

If the industrial era was anchored around working for compliance, the digital age calls for encouraging both creativity and productivity among employees. This means that where leaders would once provide direction and discourage risk-taking, they are now required to encourage autonomy and a “fail-fast” work environment.

The industrial age valued knowledge and knowhow, whereas the digital era places a premium on learning agility (an ability to unlearn and relearn at a rapid pace, thereby staying relevant and productive at work). Employees are required to work with what Stanford psychologist Carol Dweck calls a growth mindset: “People believe that their most basic abilities can be developed through dedication and hard work—brains and talent are just the starting point. This view creates a love of learning and a resilience that is essential for great accomplishment.”

This article is authored by Rajiv Jayaraman & Subramanian Kalpathi. To read the full article, download your copy by submitting the form.

 

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July 17, 2019 - Comments Off on The truth about creativity: It’s a process, not a serendipitous, magical occurrence

The truth about creativity: It’s a process, not a serendipitous, magical occurrence

The truth about creativity: It’s a process, not a serendipitous, magical occurrenceToday, the creativity narrative is about ordinary folk leveraging the community

The theme of creativity conjures up images of lone geniuses working in isolation to produce game-changing innovations. In today’s digital era characterized by user-generated innovation, crowdsourcing and co-creation, this notion of creativity is being turned on its head.

The new notion is that anybody can be creative and there are toolkits and techniques that ordinary people can use to produce extraordinary results. Researchers refer to this as everyday creativity. Everyday creativity is the ability to summon new ideas while going through mundane life experiences. It is something that lets a person see the familiar in the unfamiliar and the unfamiliar in the familiar. To understand the new model of everyday creativity, we first need to explore a few myths.

This article is authored by Rajiv Jayaraman & Subramanian Kalpathi. To read the full article, download your copy by submitting the form.

 

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July 16, 2019 - Comments Off on How to get a team of millennials, Gen Xers and baby boomers to pull together at work

How to get a team of millennials, Gen Xers and baby boomers to pull together at work

How to get a team of millennials, Gen Xers and baby boomers to pull together at workYouth can help seniors climb the digital curve and, in return, get tips on emotional intelligence

What is the first thing that comes to mind when you hear the word millennial? You might think that millennials are entitled and want to make a quick buck. Or you might believe that they are young and restless, idealistic, inherently creative and out to make a difference. How about baby boomers? Depending on your orientation, you may believe that they are carefree laggards or strict disciplinarians, or you may have a completely different notion altogether.

Our experiences at home or work may justify the biases we carry within us, which may further reinforce the stereotypes we subconsciously adhere to. This may translate into behaviours and actions that may turn out to be counterproductive to maintaining healthy relationships. Take, for instance, the father who has a tough time understanding the motivations of his millennial children and believes that they need to be disciplined.

This article is authored by Rajiv Jayaraman & Subramanian Kalpathi. To read the full article, download your copy here.

 

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June 15, 2019 - Comments Off on How to use real-time data creatively to help take effective decisions as a leader

How to use real-time data creatively to help take effective decisions as a leader

Mint series 3

Arrive at a decision by connecting the dots of data, intuition and experience

In the first week of September 2018, electric vehicle major Tesla was rocked by a series of unusual events that culminated in a not-so-happy ending for the pioneering carmaker. First, a couple of C-suite executives announced their resignations. Second, a video surfaced online showing CEO Elon Musk smoking marijuana while recording a podcast. Tesla’s stock took a massive beating and plunged over 11% within a week.

Less than two months later, however, a more positive incident went largely unnoticed. The company turned its first profit in two years, riding on the Model 3’s popularity. Tesla made $311 million, more than in any other quarter in the company’s history. In reaction to this news, Tesla’s stock soared over 9% on a single day. The genesis of this second event was Musk’s announcement in April 2018 that he would manufacture Model 3 cars round the clock to meet the company’s production target.

This article is authored by Rajiv Jayaraman & Subramanian Kalpathi.

 

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