Author: Peter Bendor-Samuel

Call Centers Show Bright Spot In COVID-19 Crisis | Blog

We just came out of one of the best economies in history, but we now face a recession brought on by the COVID-19 pandemic crisis. Even if there were a V-shaped curve to the recovery, it would not change a looming huge factor going forward: cost reduction is more important than ever before. Although lower cost was not the significant driver in creating value in the digital world, COVID-19 adds a new wrinkle to transformation because it exposed the underlying support for business processes. It set the stage for what is now an overwhelming impetus for companies to take on the risks of changing the way they do business.

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Data Management: An Unwitting Game of Russian Roulette | Blog

I noted in several recent blogs that the COVID-19 crisis increased the need for digital transformation because the crisis brings new value-creation opportunities to businesses, and I explained how to capture those business advantages even in a recession. It necessitates implementing the right infrastructure – not just cloud and automation, but also a robust data management capability. Unfortunately, many companies accelerate digital transformation without a robust data management structure. Warning: Lacking this ability for data mastery, they essentially play Russian roulette with their business going forward.

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Is Work-From-Home Productivity A Mirage? | Blog

During the COVID-19 crisis, companies moved nearly all their white-collar workers around the world to work from home. It was an eye-opening experience. Almost universally, executives were surprised that working from home is far more effective than they anticipated. In fact, in many instances, it appears that people are more productive working from home than they were when working in their offices. But some of this supposed improvement in productivity is a mirage.

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Develop Metrics That Drive Increased Productivity | Blog

There is a huge problem with trying to increase productivity in functions, processes and in business teams. Measurements of productivity look at the efficiency of a task. The assumption: if companies focus on making activities more efficient, they will increase productivity. History has not been kind to that belief. So, what enables the ability for teams to break out of their current way of doing business and reassemble the constituent pieces for more effective, more productive results?

SLAs Constrain Improving Productivity | Blog

Three years ago, I wrote some blogs stating that Service Level Agreements (SLAs) are dead. Unfortunately for businesses, SLAs are still around – they’re like zombies. Companies realized for many years that SLAs don’t work. They are not just ineffective; they constrain companies from getting to their goals for services. But, like zombies, they did not die. Why? Because there was nothing better to use in governing service agreements. Until now. In this blog, I will explain what works better than SLAs, and why.

In digital service models, companies need to move to a new set of metrics. Metrics that focus on productivity. Metrics that focus on velocity. Fluid metrics that allow companies to adjust the target to a changing reality. Metrics that accurately affect pricing. Metrics that do not lock companies into old contractual vehicles that no longer work.

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Manage Productivity With Employees Working From Home | Blog

As economies open up after the initial COVID-19 crisis that forced people to work from home, we see companies exploring the prospect of integrating the work-from-home model as a part of their operations at least for an extended future and probably permanently. But there is a fundamental question that they must resolve about this model: How can we ensure employees will operate at a high productivity level going forward?

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Paradox Of GBS / GIC Marketplace Due To COVID-19 Crisis | Blog

American politician Rahm Emanuel advised, “You never want a serious crisis to go to waste.” As companies begin to exit the COVID-19 crisis, they look at the business world through new eyes. In a recession, they need to reduce costs. Further, most employees now work from home. Together, these factors, forced by the pandemic, cause boards of directors and CXOs to ask, “How can we operate as a leaner, more competitive company structurally?” But they look at more than how to operate more cost-effectively. They look at how they can add more strategic value in their operations.

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Wipro’s Big Bet With New CEO Thierry Delaporte | Blog

Last Friday, May 29, Wipro appointed Capgemini’s former COO, Thierry Delaporte, as its new CEO and MD. This is an intriguing time for Wipro to change its leadership. The third-party services industry is now at an inflection point, and there are typically opportunities for market share shifts to happen at these points. Here is my point of view on the inflection point, the impact of the COVID-19 crisis, and other main factors at play, which shape Delaporte’s challenge and Wipro’s opportunity.

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How To Structure A Company To Use A Gig Platform | Blog

In my previous blog, I talked about companies needing to structure their IT organizations so they are leaner, more agile and able to constantly use the world’s best coders with the rarest and newest skills that are dramatically scarce. To achieve these goals, I explained that they need to consider using a gig platform as an integral part of IT.

In the blog, I explained the benefits, especially accelerating the rebuilding of a business in the post-COVID-19 world. However, companies must understand the challenge in embracing a gig platform at scale: they must first restructure their organization. Here is a look at some important considerations and what is involved.

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Using A Gig Platform To Access Key Skills In The COVID-19 Crisis | Blog

The COVID-19 crisis has resulted in a devastated economy. Executives are looking at their businesses from a recession and retrench mindset, knowing they need to preserve cash. That involves eliminating inefficiencies, and enterprise IT organizations have significant inefficiencies and redundancies. So, companies have laid off many programmers and IT professionals. While these lay-offs created a surplus of IT talent, there is a talent shortage of necessary skills. Despite the lack of skills, companies recognize that coming out of the crisis will necessitate becoming more agile and innovating faster. In this blog, I discuss a potential answer to this problem.

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