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Tcs Agile Vision Enterprise Agile By 2020

How Tcs Made 390000 Employees Location


When the pandemic broke out in March 2020, Indias largest IT exporter TCS had a formidable task on its hands.

The $22 billion IT services company has 488,649 employees spread across 107 locations in India and 76 overseas locations. TCS needed to ensure remote and secure operations for nearly 390,000 employees in India.

TCS completed the operation in three weeks. Today, only 4 percent work from offices. It was a staggering feat for a company whose headcount will cross the half-million mark this year. It also took a new proposition to its enterprise customers: the talent cloud.

Historically, we serviced customers from specific delivery centers, and staffed any new project largely with individuals based in those locations, Milind Lakkad, Chief Human Resources Officer of TCS, told shareholders in its 2020-21 annual report.

We are now using AI to autonomously match individuals with the requisite skill-profiles to open opportunities, regardless of their physical location, Lakkad explained.

Talent Cloud is thus enabling access to a larger pool of talent, better fitment with client needs, significantly faster allocations, and superior outcomes.

In effect, a cybersecurity team is not selected by location, but by a combination of individual experts spread across India and beyondall working from their homes. With part-allocation of such cybersecurity teams for multiple client assignments, customers get faster project ramp-ups because of TCS agile methodologies.

Improve Agility And Reduce Cost

With TCS new solution, its concept-to-release cycle has seen a marked reductionfrom days to hoursallowing the company to quickly meet dynamic customer demands. And without vendor lock-in, TCS has decreased its TCO while significantly increasing compute power. It also reduced its infrastructure footprint and power consumption. With this solution, TCS increased productivity and performance while decreasing complexity.

Infrastructure modernization has made it possible for our team to dynamically scale our applications in line with seasonal load. As a result, we have eliminated application downtimeand the need for standby servers. We gained superior and consistent application performance, which has delighted our end users.

Vijay Kamble

Inflow Technologies Partners With Checkmarx To Help Customers Deliver Secure Software Faster

Jile is a comprehensive platform that empowers companies in their digital transformation journeys to become Business 4.0 enterprises by moving development and delivery tools to the cloud and applying Agile methods to large-scale, multi-site software development programs.

Distributed Agile teams can manage synchronized, incremental delivery of large systems involving complex sub-products, across different technology stacks, each with its own product vision, roadmap, and release cycle. In this way, Jile helps organizations that develop and manage large IT systems embrace Agile and DevOps at scale to promote innovation and achieve business agility.

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Build Open Source Infrastructure

The entire Infrastructure Reimagination project was delivered through a scaled agile framework to collaborate better and deliver faster. Multiple migration methodologies were deployed to support scale and complexity. In addition, TCS enhanced its technology platform, modernizing legacy infrastructure with Red Hat Enterprise Linux and Red Hat JBoss Enterprise Application Platform to enable the cloud-native architecture. TCS also adopted a digital core architecture to power its application.

Software and services

Stage #: The Awakening

Five Decades Of Transformation At TCS

There are multiple facets to consider when deciding to move your enterprise toward agile transformation. The initial motivation and starting point for this objective may be many factors or thoughts such as:

  • Other large enterprises are well ahead of the game and we should catch up.
  • Companies are automating, have robots, chatbots, algorithms, and machine learning and our operations are primarily manual.
  • The competition has adopted cloud and reduced operational cost by x%.
  • Our business solutions teams are always coming up with innovative ideas and associated costs, which we struggle to prioritize and implement.
  • I read an interesting technology article and feel the need to start somewhere, do something, be there before my company misses out!

If any or all of the above sound like drivers for your consideration for introducing a new way of working, then you are heading in the right direction. However, any major organization change such as a switch to agile must bear long-range vision and tangible business outcomes as the central force supporting adoption. Business units and their supporting functions must be the primary foundational adopters and must be made fully aware of the contours and dimensions of the journey ahead. Transformational dynamics should be factored into this initial thought stage for later consideration toward full alignment when things inevitably go off-track or drift from plan.

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Tcs Enterprise Agile Transformation

Digital Transformation Director | Innovation Evangelist| Agile & DevOps Transformation Coach

I heard about agile when started working on an Agile initiative in 2014, I had no idea of what Agile is.

Therefore, I underwent few certifications and took some courses to enhance my understanding on Agile. I was pleasantly surprised when our CEO gave us the vision of Enterprise Agile by 2020.

When TCS announced Enterprise Agile by 2020 3 years ago, I had my apprehensions given the enormous amount of workforce in TCS but I soon started being proved wrong when TCS Agile Transformation team was established with Mustafa at helm. In very few months, most of us were listening about new names @Ramanathan Murali, @Sayantan Roy, @Manikandan, @Arif Kazi to name a few.

I was privileged to be selected to be part of this wonderful journey as an Agile Coach. One thing which was and still is very peculiar to this transformation is amount of Transparency which is brought to the table.

Networking is promoted and collaboration is encouraged without dismissing any idea or thought.

This has led to a cultural change to a place which many believed was bureaucratic and hierarchical.

There is a sense of psychological safety for Introverts like us who were usually not very vocal on ideas but want to contribute to organization.

We are a strong network of Agile Workforce who trust each other and like to have fun while working hard for our customers.

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John A Team Member Has Completed Eo

Product Owner can show the progress to the stakeholders and get the approval to release the work to the production To assess the team’s productivity and possibly record the assessment score against the performance35 What is the purpose of Sprint Review’? To inspect the working software with the key stakeholders and take the insights from the feedback to next So that the Scrum Team can reorganize for the next Stakeholders and team discuss the Sprint Backlog for next

Tcs: Agile And Intelligent Manufacturing

Agile Scrum Master Interview Questions and Answers| Agile Scrum Master Training | Invensis Learning

Geeta Rohra, Industry Advisor and Practice Lead, Digital, Manufacturing Business Practice TCS, discusses agile and intelligent manufacturing.

What does it mean to have agile and intelligent manufacturing?

Manufacturing organizations, which have their core competencies reimagined around digital capabilities and rapid adoption of digital technologies such as moving to cloud, embracing automation, robotics and harnessing the abundance of data to drive organization cultural change and enable ecosystem, have led collaborative growth. Such organizations are set to be on the path to agile and intelligent manufacturing such as automotive OEMs who have now embraced digital technologies within the product, across the value chain and are building purpose driven ecosystem partnerships with an aim to provide their customers with mobility solutions.

What is the best strategy to become agile and have intelligent processes?

What are the benefits of having agile and intelligent processes?

What are the challenges of striving to create agile and intelligent processes?

How can industry 4.0 revolutionize manufacturing?

What are the current trends within manufacturing?

Manufacturing Enterprises today are tending towards purpose driven, service oriented, powered by digital technologies, data and ecosystem.

Some of the key trends that we see are:

What are the current technological trends within manufacturing?

How can technology help an organisation become agile and intelligent?


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Insights In This Article

Why enterprise agile?

Agile has primarily found use as an operating model toward hastening the speed-to-value of deliveries in information technology. We, however, saw opportunity in the role it could play to elevate us as an organization. At the end of the day, products and services require human intervention. Many of these interventions come from enterprise-wide functions such as legal, marketing, and finance. The need to absorb agile into the enterprise as a whole was part of our reimagination of the value stream across the organization such that it moved from concept to the customer rapidly.

In 2017, TCS also put forth the Business 4.0 framework, designed to help companies with their digital business transformations. Agile, as one of the core pillars of this framework, enabled enterprises to embrace risk thanks to its iterative approach and fail-fast philosophy. This ability to embrace risk in turn reinforced other Business 4.0 behaviors such as the ability to leverage ecosystems and develop more audacious business models to create exponential value.

It is through the lens of Business 4.0 that TCS recognized the potential of Enterprise Agile the ability to apply agile not only to IT development, but also as a working methodology that the entire organization could adopt.

Agents of change

Agile every day

Location-independent Agile

Where do we go from here?

Enhance Agility And Modernize It

TCS embarked on its journey toward Enterprise Agile 2020 by enhancing business agility to support growth and continuously changing requirements. TCS needed to migrate from legacy systems to an open, scalable, and resilient IT infrastructure with more compute capacity, lower cost of ownership, and no vendor lock-in. TCS partnered with Red Hat to help build an open source platform that allows collaboration with other vendors and solutions.

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Munnabhai Knows The Four Values Of Agile

TCS to be regarded by the market and our customers as 100% right partner/ advisor for Agile Transformations Review Every project in TCS must follow all practices of Extreme Programming51 TCS Agile vision 100% Agile by 2020 means 100% of TCS associates must be at least at Agile E3 competency TCS to be regarded as 100% Enterprise Agile company There should not be any Agile related non-compliance in the project audits

Tcs Agile Vision Enterprise Agile By 2020

Samanwita Acharya

Tcs Agile Vision Enterprise Agile By 2020. Tcs agile vision enterprise agile by 2020′ means. Today, tcs has the largest agile workforce in the. We will do this in four ways. Our success at enterprise agility has proved that meeting ambitious targets by breaking them down into smaller steps is possible at scale.

tcs to be regarded by the market and our customers as 100% right partner/advisor for agile transformations. Tcs agile vision ‘enterprise agile by 2020’ means. He learnt that the company´s aspiration on agile is to become 100% agile by 2020.

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Keeping Talent Location Independent And Agile

TCS has thrived in its training and development programmes that are focused on selecting engineering graduates, and accelerating their technology-learning cycles.

Even as the pandemic entered its second wave in April, TCS employees had logged over 43 million learning hours in FY 2021. This involved more than 379,000 employees getting trained virtually in new technologies, and over 457,000 employees in Agile methods.

The company also introduced a Contextual Masters program, which identified 16,000 employees with deep knowhow of clients businesses and technology contexts.

In July 2020, TCS announced its Vision 25×25 for the post-pandemic world. We envisage that by year 2025, no more than 25 percent of our employees would need to be at a TCS facility at a point in time, Lakkad says. And no individual would have to spend more than 25% of their time at a TCS facility to be 100% productive.

Forget Tcs Agile Vision Enterprise Agile By 2020 Means: 10 Reasons Why You No Longer Need It

The CSCOPE and CSCOPE2 projects were both founded with the goal of eliminating CSCOPE and CSCOPE2 for agile software development. A lot of the ideas from these projects stemmed from the fact that not only are we not doing agile with our software development, but were not doing agile with our software development teams either.

There are many more reasons why agile software development is not a great fit for our company, but these were the two most significant ones. The first is that agile does not really get us closer to our vision for agility and the second is that we felt these projects were being used against us and to make us look bad.

Agile methods are great when youre focused on a specific goal and your team is strong, but they are far less effective when youre a team thats not focused on that single thing. There are many reasons why agile methods are not a good fit for our companies, but the two that stick out to me the most are that the agile methods dont really get us closer to our goals, and that they seem to be used against us.

Whats wrong with agile methods is that they are not able to get your teams to take you down. Agile methods are not a great design choice for teams who want to make sure they are not getting the same results.

Agile is definitely not a technical process. It is a set of processes that allow you to perform tasks that are defined in terms of their specific business goals. Agile frameworks are usually provided by software vendors.

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Sharpening The Spearhead Of An Enterprise Agile Transformation

BrandPosts are written and edited by members of our sponsor community. BrandPosts create an opportunity for an individual sponsor to provide insight and commentary from their point-of-view directly to our audience. The editorial team does not participate in the writing or editing of BrandPosts.

Is your enterprise truly agile?From enterprise customers across the globe we often hear and observe indications of a common dilemma and sometimes contradiction, expressed in statements like, Absolutely, we are agile. My unit is agile. This team is ahead and delivering agile. quickly followed with a BUT statement, which most commonly draws attention to having not fully realized the vision around agile adoption across the enterprise. This also signals that these entities have likely not realized the business agility that is conferred with an agile transformation. This article seeks to help clear the concepts and provide helpful guidelines toward realizing a successful enterprise agility transformation.

This topic may be broadly categorized into different aspects across three critical stages in your organizations journey toward being a truly agile enterprise:

Stage #: The Cruising


Fantastic! Youve got the adrenaline boost, a determined and optimistic outlook, and organization alignment for the transformation to proceed. There will be much smaller-scale planning to do, messaging and flyers to create, hectic schedules, coaching sessions, internal and external research, and much more during one of the largest and most critical undertakings possible for your organization. This is the key stage for execution of the blueprinted plans and ultimately the stage where the maximum amount of work will be done. During implementation, youll likely experience the roughest waters whilst in full-throttle execution mode, and there are identified key stages and critical aspects of the Cruising stage where you may make significant gains by sharpening the spearhead:

Expert Advice:The core change ownership team along with change advisory leadership and governance bodies should trust and actively promote comprehensive roles and accountability matrices as operative guardrails for smooth sailing.

Expert Advice:The ecosystem to support end-to-end comprehensive functions may need to be tailored for your organizational needs. Integrated platform solutions like TCS MasterCraft DevPlus® will provide time, money, and effort savings before, during, and following your enterprise agile transformational journey.

  • Execution: Phase in which the transition from plan informed by all prior steps moves to successful delivery of the agile transformation.

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The Benefits Of Agile Come Also From What You Dont Have To Do As Much As From What You Do Says Krishnan Ramanujam

TCS President Krishnan RamanujamJochelle Mendonca Edited Excerpts: Companies have been talking about agile for decades. What is making TCS put its weight behind the development model now? NASAIT companies have used the old model of sequential software development for years. How is agile better for technology clients? Why is agile so much more efficient? What steps is TCS taking towards enterprise-wide deployment of agile?

Stage #: The Agile Horizon And Beyond

After all is said and done in the prior stages, you will retrospect the organizational agile maturity score and agility debt and optimize your forward-looking agility measures. This is a journey and your enterprise should embrace the core fundamental principles aligned to your organizations transformation at each stage while also welcoming and guiding new initiatives with this framework.

With a newly implemented, strongly agile foundation and an enterprise agile mindset, you may transform and optimize core functions to operate lean and with business agility across your new agile enterprise, enabling customer-responsive rapid innovation to drive your business results.

Contact the TCS MasterCraft team today for an awakening conversation around TCS MasterCraft DevPlus for your organization.

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Tcs Agile Vision Enterprise Agile By 2020 Means


TCS embarked on its journey toward Enterprise Agile 2020 by enhancing business agility to support growth and continuously changing requirements.


In line with TCS’ Enterprise Agile 2020 vision, its IT group worked to create a resilient and adaptable infrastructure to support the company’s transformation.

Increasing business agility to meet growth and ever-changing demands


  • TCS’ IT group works to build a durable and adaptable infrastructure to enable the company’s transformation in line with its Enterprise Agile 2020 goal.
  • TCS began its journey toward Enterprise Agile 2020 by boosting business agility in order to accommodate growth and changing requirements.


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