For last several blogs we had been discussing how we can utilise the challenging time today to put several actions in our different activities so that the pace of T&M industry in India does not get broken and we can take a smoother ride.
The tough times really need tough measures and we need to enter an area where the T&M industry finds itself beyond its comfort zone,and where it has never invested sufficient resources of labor and knowledge workers. I recall the development of ADA software platform of Eighties in the US where a similar impasse was to occur in the hardware/software integration in Government programs.The industry responded by stretching allocations beyond normal that time.The programs itself were not successful as far as the original intent was meant,but the industry was inspired to run several multiple alliances and JVs in sevesal fields contiguous to the field!
I think seeing the last several generations of T&M professionals in the Country and the Regions in Asiapac, we feel some sort of test of time is going on here.Management of alliances is taking energy toll and integration of disparate cultures of business, geneti codes and geographies is the issue to focus.It is getting even more complex,when these T&M companies try to emulate the 'number of feet on the street ' success seen at big IT companies majors : like Cisco, IBM, Nokia etc.Cohesion and well integrated team does not happen in isolation, by a white knight approach or even parachuting some leaders from somewhere into the Company concerned.
For the T&M companies,managing partnerships becomes very crucial and critical.Good Pragmatic leaders have to tread a very fine line.They have to have a "trust but verify" approach and be ready for changing mid course. Managers must be prepared for "When the facts change- I change situation on the fly.Actually Management of partner ecosystem is a sort of General Management(with sales bias ) of course, where flexibility,integration of disparate interest group,flexibility and platitudes are all on the test of fire.We need in the T&M companies today these scaling,entrepreneurial and instinctive Leaderships this Fiscal.
The tough times really need tough measures and we need to enter an area where the T&M industry finds itself beyond its comfort zone,and where it has never invested sufficient resources of labor and knowledge workers. I recall the development of ADA software platform of Eighties in the US where a similar impasse was to occur in the hardware/software integration in Government programs.The industry responded by stretching allocations beyond normal that time.The programs itself were not successful as far as the original intent was meant,but the industry was inspired to run several multiple alliances and JVs in sevesal fields contiguous to the field!
I think seeing the last several generations of T&M professionals in the Country and the Regions in Asiapac, we feel some sort of test of time is going on here.Management of alliances is taking energy toll and integration of disparate cultures of business, geneti codes and geographies is the issue to focus.It is getting even more complex,when these T&M companies try to emulate the 'number of feet on the street ' success seen at big IT companies majors : like Cisco, IBM, Nokia etc.Cohesion and well integrated team does not happen in isolation, by a white knight approach or even parachuting some leaders from somewhere into the Company concerned.
For the T&M companies,managing partnerships becomes very crucial and critical.Good Pragmatic leaders have to tread a very fine line.They have to have a "trust but verify" approach and be ready for changing mid course. Managers must be prepared for "When the facts change- I change situation on the fly.Actually Management of partner ecosystem is a sort of General Management(with sales bias ) of course, where flexibility,integration of disparate interest group,flexibility and platitudes are all on the test of fire.We need in the T&M companies today these scaling,entrepreneurial and instinctive Leaderships this Fiscal.
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