An ear to the ground
Part of the DEG’s governance responsibilities is actively engaging with teams to select the right methodology for each project, helping define the project management plan, addressing information security requirements, and identifying delivery risks. DEG governs delivery through reviews and audits and drives continuous performance improvements through competency development. It also nurtures this performance improvement ecosystem through ideathons revolving around specific business challenges. The resultant ideas are evaluated and appropriately chosen for implementation.
It provides differentiated governance for new-logo customer engagements, high-risk contracts, mission-critical services, and large, strategic critical programs. The DEG also pays attention to client feedback by commissioning project-level customer satisfaction surveys and customer CxO-level Lifeline surveys. It analyses these inputs, identifying (and implementing) actions for improvement.
How do these DEG teams manage such complex requirements? Well, it’s thanks to the contextual knowledge they have amassed from delivering large programs and service engagements across domains and functions. They also bring together considerable depth from their experience with various industries, technologies, and service lines.
But their growth doesn’t stop there – DEG members continue to develop specializations in areas such as agile application and infrastructure operations, DevSecOps, and knowledge management to foster deep capabilities in each of these areas. Quality processes are routinely calibrated to be in alignment with new technologies, updated service lines, and changing international standards. DEG also drives knowledge management and ensures business outcomes through the identification, creation, amplification, and reuse of insights.
The team also identifies certain client engagements as critical based on their complexity or the risks involved. Such engagements are governed more stringently through a higher reporting and review frequency and involvement of the relevant experts and mentors. Any project that runs the risk of delays, cost overruns, quality issues, or client dissatisfaction is highlighted and tracked to ensure that improvement and mitigation plans are in place to overcome issues and challenges. All this is tracked on a central DEG portal.
A step ahead of the times
The COVID-19 pandemic not just brought with it changing client needs, but also made it imperative for TCS to update its industry-leading delivery governance framework. The pandemic presented new operational challenges that involved scale, speed, and complexity. So, we pivoted to TCS’ Secure Borderless Workspaces™ (SBWS™) framework, which is now an integral part of our operating model.
DEG teams also swiftly transitioned to remote working and virtual collaboration to sustain service performance and enhance client confidence. They quickly adapted TCS’ quality management processes, governance frameworks, compliance requirements, and security and training efforts to SBWS mode so that client operations were not impacted.
DEG also developed SBWS guidelines for service delivery to enable TCS teams to continue their business-as-usual activities seamlessly. Today, these guidelines ensure regular updates and communication among TCS’ internal stakeholders as well as clients. Thanks to the strategic capabilities of DEG teams, TCS is positioned to ensure customer satisfaction in all its engagements.