By Clint Boulton
From deliverable schedules to procurement windows, virtually every IT timeline has been compressed by the coronavirus crisis. Those three- to five-year horizons for digital transformations? They’ve shrunk to months thanks to the pandemic, say some CIOs and consultants.
As is often the case, the truth is more nuanced. Big Bang transformations have been streamlined — not sidelined — in favor of short-term priorities. Having stabilized email, boosted bandwidth and battle-tested VPNs to fulfill mandatory work-from-home policies, CIOs have set their sights on innovation. Companies such as Nationwide have digitized software development to accommodate employees working remotely and to serve customers without a hitch.
The new normal
Such is the new normal for most large companies, and IT “will be in the middle of that,” according to Rick Pastore, senior research director of The Hackett Group. Mobile devices and software, cloud and other digital tools grant CIOs greater flexibility than they’ve had previously in supporting how and where employees work, Pastore says.
Moreover, objections to smart automation, machine learning, advanced analytics and other emerging technologies that require robust investments will “melt away” — if they haven’t already, Pastore predicts. Many CIOs have created new analytics dashboards to chart productivity and have built bots to digitize manual tasks. Others have changed the way they meet with business peers during the pandemic, with a mind toward preserving that method in the future. Continue reading
by Larry Janis
Having the right talent in the right roles is essential for a successful business strategy. Strategy execution demands a thorough evaluation of not only people, but also of their roles and responsibilities, their impact and their alignment with the company’s business goals.
Corporate leadership and business leaders focused on strategy execution need a talent assessment program that functions as an extension of their strategy planning that addresses the following thoughts and processes:
- An understanding of the talent implications associated with the strategy. Without this context, talent reviews may provide a false sense of security and lead to misaligned, well intended talent plans that actually work against the strategy.
- Differentiation between important and critical roles. The successful execution of strategy requires talented people, more importantly talented people in the right roles. Without clear differentiation the people most likely to positively impact strategy may be in the wrong roles or not in the organization at all!
- A facilitated talent discussion that evaluates talent in an integrated manner; standardizes the organizations’ talent “language” and calibrates talent between divisions, departments and teams.
- A talent map that summarizes the organization’s talent “picture” in a simple, powerful format. The talent map can be easily referenced for future planned, or unplanned talent decisions.
- A talent plan that captures the key talent actions required to support the strategy; assigns accountability for completion; encourages all leaders to accept responsibility for the organization talent pool; and provides a mechanism for tracking progress.
- A partnership with an external recruitment firm that has a solid knowledge of your industry, your competitors and has the ability to react in a timely fashion to acquire the talent you have defined as essential to your business goals.
When planning changes to your staff, consider the following timing considerations:
- Bringing in someone from the outside to fill a role lacking the talent required for a business initiative would typically takes four to six months.
- Add in the time for onboarding, learning how your firm does things and understanding the capabilities of your firm: your talent acquisition time frame may extend upwards of one year for your new hire to be fully engaged and productive.
- If your company operates in a competitive industry, factor in additional time to work through thinned out talent pool: your key competitors are likely seeking the talent they need to drive their businesses to the next level.
Talent processes linked to business strategies offer a considerable competitive advantage. Streamlining the implementation of the timeline, understanding the talent implications of your strategy and recognizing the talents you have and don’t have are critical to successful strategy implementation and differentiating your organization from the competition.
The Senior BPS Sales Executive is responsible for achieving profitable sales growth by managing/closing multiple sales campaigns using deep sales process and offering or product expertise within a complex market or emerging market/white space.
Responsibilities: Grow the Business: Drives sales opportunities to closure – increasingly selling a mix of defined solutions/extensions and new offerings or products into white space; wide range of service group offerings and deal structures
Develop Key Relationships: Develops strong relationships with key client buyers: the Divisional head/C-Suite level; client decision making spanning multiple layers of organization.
Services offered: Our client offers strategic Business Process as a Service (BPaaS) solutions that are tailored to help our customers across industries to run, change, and grow their businesses, while enhancing the end-user experience across channels.
- 10- 15 years’ experience in BPS business development in Media and Entertainment
- Proven ability to develop new BPS business and meet quotas ($2-$5 million)
- Excellent communication skills and high level of maturity
- Superior relationship management and networking skills for both internal and external customer/s
- Excellent client handling skills, with ability to present and articulate various points of view
- Ability to forge relationships across and throughout the internal organization
- The ideal candidate is able to operate successfully in a fast-paced, ever-changing environment. Energy, drive and an entrepreneurial spirit are necessary characteristics for success.
- Strong and capable leader, able to win the confidence and trust of his/her team, shape the culture, and exert influence both internally and externally
- Ability to establish immediate credibility among his/her peers, a professional who is respected for his/her leadership, intelligence and expertise
- Superb negotiator and communicator
If this could be of interest , please let me know
Managing Partner I Integrated Search Solutions Group
P-516-767-3030 I C-516-445-2377
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The Account Leader is responsible for all client interfaces within the assigned account scope. S/He works together with his/her manager to build an account plan and is responsible for client management based on the account plan. Usually, the Account Manager handles multiple accounts or a large account depending on the value. He / She is responsible for Revenue Growth within these accounts.
- Client relationship management –managing relationships with operational client personnel – those directly involved with the client’s presence
- Responsible for a portfolio of USD 15-18MN + driving revenues within the assigned account scope by being the owner of the entire Opportunity Management cycle: Prospect-Evaluate-Propose-Close. This involves identifying business opportunities, selling concepts to the client where required and influencing the client to give additional business based on demonstrated capability and past performance.
- Conduct research as well as competitor analysis, create proposals / pitches, validate estimates / effort, deliver client presentations and negotiate with clients.
- Client delivery assurance – assuring the client of Tech Mahindra commitment and driving the delivery process by working collaboratively with the Program Managers in the Business Unit
- Collaborate with the Program Manager to address all people or infrastructure related issues that may be affecting the delivery of the project vis-à-vis the specific client.
- Balance different projects running for the client that may involve different Program managers or horizontal competency units’ resources.
- Work closely with the Solutions Leader / Middle Office to build customized solutions pitches for the target account and driving the revenues and delivery of these solutions to the account scope
- Account Planning and Governance – completely responsible for all Client Management processes – Plan-Sell-Deliver-Manage.
- Build an Account Plan for the account scope – with details of the relationships required, the opportunities that have to be chased, and the revenue expected from such opportunities, as well as potential threats and weaknesses that need to be addressed
- Pricing decisions within the scope of the Master Services Agreement
- Middle Office proposal support for new business development outside of account scope
- Provide necessary input for building future alliances with relevant product vendors