Reflections - Harvard's Growth Harbinger Program
This reflection paper encapsulates the comprehensive learnings acquired during the Growth Harbinger Program that I did while at Wipro. The nomination for this program came at a pivotal moment when I was eager to enhance my strategic acumen, having been onsite for nearly 2.5 years. Despite having participated in several programs previously, I found this program to be uniquely enriching, with its robust content and insightful thought leadership shared by exceptional Wipro leaders.
I particularly resonated with the modules on ‘Managing and Leading Change’ and ‘Strategic Execution with Customer Focus,’ in that order. These modules provided a deep dive into the intricacies of change management and strategic alignment with customer-centric objectives, which are critical in today's dynamic business environment.
This article serves as a 360-degree reflection of all key learnings and takeaways. It encompasses a holistic view of the program's impact on my professional development. Additionally, I have outlined the practical applications of these learnings in my current role and the tangible benefits realized.
To me, change is the only constant, and those who manage change effectively are ahead in the competition. Over the past three years, I have spearheaded several significant change initiatives related to my career and the business of our account. Notable among these are:
In these roles, I have encountered numerous initiatives that were successful, partly successful, and a few that did not achieve the desired outcomes. Reflecting on these experiences and mapping them to the Growth Harbinger Program (GHP) learnings, I have identified several key observations that influenced the results, both positively and negatively.
The article ‘Leading Change – Why Transformation Efforts Fail’ was a revelation for me. Prior to reading this article, I believed that transformation efforts and their outcomes were solely dependent on the competency of the individual. However, I realized that effective leadership and the eight building blocks are complementary in achieving truly rewarding results. The eight critical actions necessary for successful transformation efforts serve as guiding posts for the entire process. By implementing these eight actions, I have been able to steer change initiatives in the right direction.
The eight actions include:
By adhering to these guiding principles, I have been able to navigate complex change initiatives and achieve successful outcomes. The insights gained from the GHP have been instrumental in enhancing my ability to lead and manage change effectively.
The key learnings I derived from Taran Swan’s leadership style are profound and multifaceted. Taran's approach emphasizes the importance of creating an inclusive environment where every team member feels valued and equal. This is achieved by fostering open discussions rather than exercising hierarchical power. By guiding through questioning, Taran never imposes a vision but allows ideas and solutions to emerge organically. This creates an atmosphere where the team collectively owns both the challenges and the solutions, driving a sense of shared responsibility and commitment.
In the HCL Technologies case, Vineet Nayar's leadership exemplifies several best practices that are highly relevant and beneficial. His "Employee First" philosophy underscores the importance of focusing on employees who, in turn, are the ones facing customers. This approach ensures that employees are empowered and motivated to deliver exceptional customer service. Transparency is another critical aspect of Vineet's leadership, as it reduces the gap between managers and their teams, fostering trust and open communication.
Forming a guiding coalition is essential for preparing the organization for the next big step. This involves assembling a group of influential leaders who can drive the change initiative forward. Additionally, creating a sense of urgency is crucial. Teams need to understand the necessity for change and the positive impacts it will bring. This urgency helps to mobilize efforts and maintain momentum throughout the transformation process.
By integrating these principles into my leadership approach, I have been able to navigate complex change initiatives effectively. The insights gained from Taran Swan and Vineet Nayar have been instrumental in shaping my strategies and actions, leading to successful outcomes in various projects.
Every customer interaction is indeed a Moment of Truth and a critical perception point for the customer to gauge the quality of service. These interactions are pivotal in shaping the customer's overall experience and perception of our service. I always emphasize to my team members the importance of punctuality in meetings, as this is one of the key perception points. Being on time demonstrates respect for the customer's time and sets a positive tone for the interaction.
Each Moment of Truth should be evaluated, even if informally, against service levels. This evaluation helps us understand how well we are meeting customer expectations at each touchpoint. When the impacts on customers are clearly understood by the teams, there will be fewer instances of customer dissatisfaction. By recognizing and addressing these critical moments, we can proactively enhance the customer experience.
Customer feedback and ACSAT (Annual Customer Satisfaction) scores are essentially the aggregation of these perception points. Each interaction, no matter how small, contributes to the overall perception of the service provided. By connecting these dots, we can better understand and improve the customer experience. This holistic approach ensures that every touchpoint is optimized to meet and exceed customer expectations.
In essence, every interaction with a customer is an opportunity to reinforce our commitment to excellence and build lasting relationships. By focusing on these Moments of Truth and continuously striving to exceed service levels, we can create a positive and memorable experience for our customers, ultimately driving customer loyalty and satisfaction
I must say that the focus of the execution/delivery team is to provide the highest level of
Service(above the EXPECTED).
I felt that the following practices must be adopted to ensure that the teams deliver the level of
service above EXPECTED level. I added the status column to each of the following queries and if the
answer is No, then I am working on the area to fine tune to maximize the benefit to the customer.
Customer Centricity Questions
I remember one quote from Ron Kaufman "Give as much as you can to your customers and they give much to you.’ . I would like to drive this point across all the teams. The important aspect that I learnt from the Customer Focus module is ‘Customer centricity is not what they want, its giving them what they will want’. That typically means that Innovation and Customer focus are two sides of the coin and must complement each other. I really liked the post by Narasimha Kaulgud on Customer centricity and innovation. The example that he took is Apple PC with USB . None of the customers asked for Apple PC with USB. But Apple thought that these are features that ‘THE CUSTOMERS WILL WANT’, and went ahead and incorporated; and the rest is history.