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1. Maturing technical ladder eco-system:
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To
scale from its current position to the targeted multifold size, the
organization needed to strengthen its technology brand. Catalign defined the elements of the tech-ladder
eco-system (structure, processes and cultural enablers) and played a
key role in aligning the technical talent pool to the organizational
goals.
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2. Organizing an Internal Technology Conference
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A newly hired CTO wanted to create a platform where technical leaders from
various georgraphies and domains come together and share learnings. This was
considered an important first step in going from services mindset to solutions
mindset. Catalign progam managed an internal technology conference in a manner
similar to how an external refreed conference would take place - from call for
papers to the 2-day event to finally publishing the proceedings. The event inspired
the engineers and managers alike and creatd opportunities for collaborations.
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3. Inculcating strategic planning in managers
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India R&D center of a leading global payroll outsourcing company, credibility
as a dependable offshoring center was high. However, for the next phase it needed to go
from "Planning for the next release and running for the next hire" mode to one
year roadmapping mode. A strategic planning process helped gain confidence for the managers and
took some of the customer engagements to the next level.
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4. Taking the innovation program to the next level
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Innovation pipeline at the 1000 people strong R&D center was weak and participation
was poor. Scope of ideas was limited to process improvements. The intervention
improved the inflow of ideas tenfold and participation improved from less than
5% to 30% in one year. A few of the big ideas got appreciation from global CTO & COO
and they influenced product & technology roadmaps.
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5. Tech-Reach: A learning program for budding technical leaders
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A leading global mobile handset manufacturer had launched a Technical Expert
Growth Program (TEGP) initiative worldwide in order to strengthen its technical
leadership. 1500 people strong India R&D center decided to launch a learning
intervention for its engineering experts with 7 to 10 years of experience. Catalign
partnered with Organization Design (OD) team in designing and executing a 2.5 month
intervention in which each participant goes from identifying business relevant problem
to presenting a prototype solution in a mini-conference event.
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