Commodity business when it is driven through process using the fact differentiator using the current processes and generate the taped business process fixing the commoditized applications using the principles to differentiate using the available affordable applications. Currently, as BITS major challenges is often fixing the BITS to the untapped business strategy is very high level, using more focused and domain experience using the available data using market facing strategic posture with very little detail information to generate the big gap between the outward facing strategic posture and alternative plans focusing and using the right capabilities on time to support and fix the activities towards every activity without compromising on the corporate brand.
Being Mahindra Brand and part of BFSI – NBFC an agile task force has to service support customer needs to deliver what customer need and tools for the entire task force to use in rapidly adapting their available mobile infrastructure in the last mile.
- Diagnosis of the impending trouble faced during the period.
- Choosing appropriate Turnaround Strategy when fallback is required.
- Implementation of change and its monitoring is very essential to expedite the deliverables on time.
The rural culture generally expects the emotional bond and being sensitive, a culture of continuous improvement using high level of internal transparency using ability to constantly improvise the processes procedures at agile responsive multi task force, the ability to collaborate across business areas and the ability to execute and change at high speed.
When you focus more on collaboration only innovation can’t just be enough, the interests towards the capabilities are most useful when they are extremely specific, when the task force improvise the required knowledge based fix focus on uncertainty or transformational change towards very unclear business strategy. The task force is force to develop capabilities to sustain the dynamic tapping into required capabilities which is needed.
BITS operations at Rural focus:
For every five locations one system person empowered to ensure the IT principles and deliverables a short set of imperatives that can be used to drive the BITS staff behaviors and decisions in a specified direction. Experience suggests that between great principles clearly connected to business success on deliverables to empower the communication and conversion of transformation connected ensure the day to day decision making detailed enough with set procedures.
The same core resources used to principle about being used by group subsidiaries with parallel vertical BITS principles about ensuring the BITS architecture can scale in large steps. When the BITS role to conduct the information technology sourcing through secured and risk using the decision rights and the accountability framework to encourage desirable behavior in the use of BITS.
When the bits execute face the regulatory change excellence in absorption growth through crosses sales when subsidiaries like to collaborate on the remote sites the operational excellence. We have decentralized for the commodity to converge a single operating model across all the locations across.
Such diversified support solutions never constitute an obstacle to the business growth. Cost must be best in class and variable so that stable income expenditure ratios are possible in the event of rural acceptable changing income.
Centralized data storage and distributed data capture restrict the data access to allow and access to appropriate systems and data for cleared staff across
- Complete vs. partial charge-back
- Charging straightforward cost, or adding refresh and/or innovation margins
- Affordability-adjusted charge-back
- Charge-back based on high-level metrics or actual usage
- Charging more for unforecasted demand
- Charging the first business unit for total cost of a new development, refunding them as others use it, or forecasting demand and charging proportionally to each business unit capitalized and they all influence build Vs buy decisions.
As with the rest of the strategy, avoid generic, obvious statements and focus on what is unusual, what has changed or will change, and how the services and processes approach links to business success.
In the first part, where the services provided are outlined, issues to address include the following:
- Whether all BITS services are provided for the whole enterprise, or only parts.
- Whether the BITS services provides communications services such as voice and data networks, fixed and mobile telephony and videoconferencing.
- Traditional BITS services have focused on technical aspects of architecture at the expense of every other deliverables outlined document defined infrastructure and applications assets and activities in endless detail and unfeasibly long documents. Include the main aspects of the architecture journey that are connected t business success or transformation, or that represent significant risk.
- Focusing more on the to-be than the as-is basis.
- Clarifying how the recommended direction for architecture drives business success and the business capabilities needed at last mile.
- Identifying and addressing major risks represented by components of the architecture, and major initiatives.
- Being brief, avoiding technical jargon as much as possible and referencing more detailed architecture documents where necessary.
We have fix the bits personnel’s to describe the bits business using the last mile approach simple by highlight the structure and skills we have defined are needed goring forward, available BITS infrastructure and organizational structure, available current skills inventory, highlighting the required skills gaps, on the most important practices and initiatives to improvise the bits team.
A great deal of detailed data exists in most companies around this area, including individual skills and performance information, role descriptions and bits personnel’s policies and processes. The key is to resist presenting it all in the body of the strategy. Reference more detailed human capital man management documents, or include them as appendices. In the main body of the section, stayed focused on the high-level messages related to business success, such as:
- BITS human assets that represent a competitive advantage to the business both in source – outsource.
- Specific rural initiate capabilities that represent an advantage.
- Hard-to-fill skill gaps that represent a risk to executing the strategy required to execute at specific areas with multitask.
- Dependence on contract resources for scarce skills that cannot easily be replaced with full-time staff, motivate by cost and risk issues. When we select source through financial strength and local presence etc through relationships with the partners to execute services on time. Special care is taken to avoid generalities in the sourcing area. It is easy to wax emotional about taking true partnership approach without being clear about driving thought and action.
As we seek to provide effective support for business transformation we will be looking for ‘Strategic’ relationships where the focus will be on developing close collaborative relationships, with a joint focus on removing cost and enhancing value from the relationship.
Currently, much of our technology development and support is sourced in-house. Going forward there are likely to be changes with some of our utility support services for desktop, storage and networks being rigorously bench-marked and possibly market tested to ensure they deliver value for money. As a result it will be vital that the service has robust benchmarking and cost control measures in place to deliver value for money.
“Management to last person “ to complete and compete there is strong supporting summary method which takes care of powerful risks and issues identified in detail within with very short coverage of all incidents and activities with more focused on demand with controls and services solutions required for the specific location to multitask.
- Identify the severity of each risks and issues with the proposed approach to mitigating it.
- Provide superior BITS quality infrastructure, provide and support the tools that allow us to best communicate both internal and external.
- Assure ready secured access to internal information.
- Facilitate secured access to external information.
- Support a superior available net both on public and private presence.
- Install maintain and facilitate all the tools necessary to support general operations, including telephone, video, and computer desktop online communications.
- Provide secure, effective and efficient remote communications to empower rural locations.
MISSION: The mission for DATA MATTERS will be ‘Incredible Information Insight’.
The New Division will continuously assess the risks that are coming up and mitigate them with appropriate solutions that will keep both the users and the customers happy. It will also ensure that the data captured in the system is perfect and correct. It aims at ready-made summary level information that will help the users with all report requirements with out compromising on the data security.
It will also take up awareness creation for the users, on the risks of keeping data in external media. Data Matters will have a dedicated team to release the new report requirements on priority basis to facilitate user to gain more out of it. The ultimately result will be secured data access that makes company pride of Holding a valuable Data Safely with out compromising on functional requirements.
