tcs

TCS (Tata Consultancy Services)

About the Company -

Tata Consultancy Services Limited (TCS) is a global IT services, business solutions and
outsourcing company headquartered in Mumbai, India. It is the largest provider of information
technology in Asia and second largest business process outsourcing services provider in India.
TCS has offices in over 47 countries with more than 142 branches across the globe, with over
65 offices outside India. TCS employs more than 18,000 consultants and serves hundreds of
clients, providing information technology and business consulting services to organizations in
government, business and industry around the world. TCS accounts for India‘s 20 per cent IT
exports. It is a subsidiary of textiles and manufacturing conglomerate Tata Group.

TCS gives emphasis to 4 Voices needed to be attuned

1. Voices of the employee,

2. Voices of the customer,
3. Voices of the technology and
4. Voices of the wealth

The major challenges faced by TCS are:

1. ATTRITION:
2. COMPETITION:
3. REVENUE PRESSURE:
4. BARGAINING POWER OF CUSTOMERS
5. LACK OF DOMAIN KNOWLEDGE:
6. SECURITY THREATS
7. ENVIRONMENT:
8. MAINTAINING ITS EXCELLENT PERFORMANCE STANDARDS
9. ECONOMIC CONDITIONS

The organization design is a source to the challenges TCS faces today. The
mechanistic structure at TCS has restricted employees to exhibit their
creativity. Lack of autonomy and control amongst employees has caused
lead to lower levels of intrinsic motivation on the job. This had lead to lower
satisfaction levels of employees at TCS which in turn has been leading to
higher attrition levels. The functional structure and the hierarchal structure
don‘t support team work. Lack of cross functional teams at TCS also
discourages generation of new ideas. TCS hasn‘t been able to focus on
R&D due to the mechanistic structure, as a result TCS is still struck with
the same kind of work it has been doing
STAR MODEL OF ORGANIZATION DESIGN FRAMEWORK

STRUCTURE: The structure of the organization determines the placement

of power and authority in the organization. TCS has a mechanistic structure
wherein the there is a formal structure and control is imposed on
employees. Rules, procedures and a hierarchy of authority help in getting
work done in time and with minimum cost. TCS has a matrix structure
where is departments exists based on specialization. Decision making is
centralized

STRUCTURE The organization structure adapted by TCS is mechanistic in

nature. A mechanistic organization is characterized by the following
structural factors:
 ● Degree of work specialization is high
● Departmentalization is rigid
● Managerial hierarchy has many layers
● Span of control is narrow
● Decision making is centralized
● Chain of command is long
● Organizational structure is very tall

CENTRALISATION AND DELEGATION OF AUTHORITY

TCS as an organization is decentralized as there are many functional groups and the main
head/corporate office does not have the entire ownership of various processes. When it comes to
different functional the process is centralized within this functional. For example Recruitment,
L&D and MATC are centralized. For process standardization, TCS used industry standards to
define the fundamental governance processes for centralized services to be implemented across
locations.

As the organization was going through a transformation, clients want a step-by-step solution to
minimize the impact of change. To deliver quick results, the ERP function was chosen to pilot
the implementation of the governance model to deliver centralized services.

Different sectors and companies use the centralized approach. The centralized approaches have
several limitations like an enormous amount of knowledge would be required to be able to deal
effectively with user information requests that cover variety of tasks. A centralized system
constitutes:

● A processing bottleneck
● A single point of failure

DEPARTMENTS IN TCS: Departments in TCS can be broadly classified into: Functional

departments: Technical, Sales, Marketing, Development and Operations. Support department:
Administration, IDM and HR
Human resources are the foundation to any successful business. Intellectual power is very
important

competency of tcs which has contributed marginally in its success. TCS has a team of over
70,000 professionals, representing one of the strongest human resource pools in the world. The
company has skills and expertise across the entire spectrum of technologies and industries. Its
locally-recruited employees provide an understanding of the business environment .The
company‘s continuous and rigorous training programs enable it to deliver best-in-class services
to the customers. This is reflected by the fact that 95 per cent of its business comes from satisfied
customers who reward it with repeat business.

TCS is known for its human resource practices in India as well as globally. In the EU, it
continues to be the employer of choice and has the lowes attrition rate of 9.9 per cent.The
company lays emphasis on the overall development of its employees and also offers multilingual
capability training modules.TCS enables its employees to meet their career objectives through
rotation across projects, functions and locations globally.It also helps employees in building new
skills and competencies, and promotes knowledge sharing and team building.
KEY VALUES-

● Visionary Leadership
● Customer-driven Excellence
● Organizational and Personal Learning Valuing Employees and Partners
● Agility
● Focus on the Future
● Managing for Innovation
● Management by Fact
● Social Responsibility
● Focus on Results and Creating Value Systems Perspective
POLICY-

CODE OF CONDUCT

● Promote, uphold, practise and champion the tata brand name.

● Drug free working place
● Prohibition of harassment, including sexual harassment
● Maintaining confidentiality of information(emails/voice chats)
● 40 hours of working time per week
● Punctuality, time and attendance reporting

​
​ENVIRONMENT

SUPPLIERS-
​
➔ Academic Institutes are Key partners who help the organization with human capital and
technology updates.
➔ Partnering is ensured through MOU, curricula design and creation of centers of
excellence. Communication is managed through Academic Liaison Manger, Academic
Portal, Senior management meetings with heads of institutes and other ongoing meetings
➔ Suppliers include hardware/software suppliers, business associates, travel agents, airlines
and VSNL.
➔ Suppliers relationships are managed through MOU or service contract and major the
requirements are timeliness of service and cost.

INDUSTRY-

Key local competitors are – Infosys Technologies, Wipro Technologies and Satyam Computer
Services – TCS revenue is highest of all.

SUGGESTED CHANGES IN ORGANIZATION DESIGN

STRATEGY:

● IT business in India is saturated with players which follow a cost leader strategy. The
increasing margin and time pressure from clients warrants that TCS shifts its strategy
from that of a cost leader to differentiator. This would help TCS to target projects which
are high on value chain.
● Lack of a structured approach to evaluate, imbibe and disseminate the best practices.
● Although it has an understanding of its competitive position, but the measurement,
assessment and impact of the threat is not well defined.
● Though the short-term horizons have been addressed the organizational strategic
objectives in the long term have not been much taken care of.
 accenture
About the Company -
Accenture is a global professional services company with leading capabilities in digital,
cloud and security. Combining unmatched experience and specialized skills across
more than 40 industries, we offer Strategy and Consulting, Technology and Operations
services and Accenture Song — all powered by the world’s largest network of Advanced
Technology and Intelligent Operations centers. Our 721,000 people deliver on the
promise of technology and human ingenuity every day, serving clients in more than 120
countries. We embrace the power of change to create value and shared success for our
clients, people, shareholders, partners and communities.

[Accenture is a public limited multinational corporation that was founded 30 years ago. It offers
professional services in the fields of strategy, consulting, digital, technology and operations.
Headquartered in Ireland, the company has clients in around 120 countries (Forbes, 2019).
Accenture is a market leader in most of the industries because of its high revenues and market
share. The company aims to reflect its vision of “becoming one of the world’s leading
companies, bringing innovations to improve the way the world works and lives” in its services
(ibid).]

The major challenges faced by TCS are:

Conflict management between project teams is one of the challenges faced by

Accenture. The type of conflict can either be task based or process. There can also be
conflicts between teams and clients.

communicating a complex solution to the client in laymen terms to enable them to

understand the reasoning behind the designed solution and its benefits can prove to be
a challenge.
accenture’s mission

Accenture's vision

Accenture's core values

STRUCTURE:

Accenture operates in different industries providing a wide array of services. To manage

its complexity, the company uses a matrix system. The company divides itself by
industry type called Client Service Groups (CSG). They operate in the fields of products,
resources, communication media and technology, financial services etc. Each of these
industries has its head that reports to the CEO, Julie Sweet (Gurney, 2017). The
organisation is further divided according to the region it operates in. Each area is called
a DTE which stands for Deployed to Entity. Every DTE acts like a small company within
Accenture with its own set of management, finance, projects, training etc. For example,
the region of the UK and Ireland have their DTE called Analyst Consulting Group (ACG)
which is broken into 16 sub-communities.
So every CSG has its own DTE in its respective locations. Each of these mini-companies
have their management and all of them report to Accenture’s top managers in the
headquarters. Some employees work for a specific industry, for instance, technology.
Initially, as analysts, they would provide services in many DTEs and report to numerous
heads to get trained and specialize for a specific DTE . The chain of command in such
organizations begins from analysts at the bottom to consultants, senior consultants
managers, senior managers, partners, head of the region and finally the head of the
industry .

1. DTE stands for Deployed To Entity. Your DTE, in essence, is the area of Accenture
you belong to. Your DTE manages its own projects, budget, training and
progression.

2. ACG stands for Analyst Consulting Group. This is the DTE to which all UKI (UK and
Ireland geography) consulting, strategy and analytics analysts belong. These
analysts will stay in the ACG until promotion, where they will then join a specialised
DTE.
3. The ACG itself is broken into 16 sub-communities (sub-coms). The main purpose of
the sub-coms is to develop a sense of community.

4. CSG stands for Client Service Group. A CSG is the industry area of the client these
include:
● Products
● Resources
● Communications, Media and Technology (CMT)
● Financial Services (FS)
● Health and Public Services (H&PS)

5. Each of the CSGs has its own DTE. As well as these, there are 2 further DTEs
relevant to this post; Digital and Strategy. Digital and Strategy are a little different

6. A1 Analysts are placed in a cross industry sub-com and aligned to a CSG,although

these are not aligned to any particular DTE and you are encouraged, where possible
to work in as many industry areas as possible.
7. When you have been with the company for about a year, based on your experience,
preference and availability you will move to a sub-com which is associated with one
of the DTEs (CSG, Digital or Strategy). This is called A2 alignment. From here you
will work mainly on projects for that DTE and develop specialised skills.

8. When you are ready to move up to Consultant, you will be promoted out of the ACG
and into one of the DTEs based on your experience, skills, preference and business
requirement.

Digital and Strategy operate slightly differently. Instead of being placed into a cross
industry sub-com when you join, you may be placed into a digital or strategy group.
This is primarily based on skills and experience. It is also possible to join Digital or
Strategy sub-com groups through A2 alignment from a cross industry sub-com.
This structure represents a high-level view of just one career track within one geography of
Accenture - a tiny slice of how Accenture has elected to organise itself. As for myself,
writing this post has given me a new level of empathy for the faculty at runway training;
explaining all this to a room of bemused new analysts.