TCS' client manufactures an array of medical devices that are used by people across the world. One of the largest and most well-known companies in the healthcare industry globally, the company has manufacturing facilities in many countries.
As a member of the life sciences industry, a leading medical devices manufacturer faced stiff competition and stringent regulatory requirements. On top of that, the company was going through a merger and had a planned divesture in the near future.
The company was well aware that its R&D outcomes were the fulcrum of its business success. The
organization wanted to better align the R&D unit to the organizational growth strategy and ensure focus on enhancing the product portfolio, innovating through research and development, driving organic and
inorganic business growth, and establishing public private partnerships. The aim was to create a more agile, mature R&D unit that could help the organization gain a sustainable competitive advantage.
For this, it was necessary to understand the R&D unit's business capabilities, the maturity levels of these capabilities, and how the IT function enables those capabilities. The organization also needed to define the technology architecture that could be used as a baseline for supporting future business growth.
The TCS team conducted a series of workshops with the organization's R&D business managers to gain an understanding of the business capabilities of the organization. SWOT analysis (to identify the organization's strengths, weaknesses, opportunities, and threats) helped the R&D organization evaluate its capabilities.
TCS also carried out a quantitative assessment to determine the maturity of each capability. Adopting a strategy model the capabilities were categorized into strategic buckets based on business domains.
The management team got a dashboard view with color-coded depiction of the maturity of different capabilities under the drivers of people, process, technology and information. This view was based on TCS' maturity assessment framework , and provided the building blocks for an operating model that would ensure that IT served as a strategic advantage for the business while also catering to immediate priorities. The framework also factored in operational efficiency as a determinant of success.
The R&D organization now has a strategic, time bound IT roadmap, knowledge repository, and business initiative plan to help it realize the overall business objectives. With better alignment and collaboration between business and IT, the R&D organization is in a better position to deliver outcomes to the overall business and help hone the company's competitive edge. The consulting engagement also helped in creating a cohesive set of capabilities that are directionally mapped to the organization's business strategy.