Mahindra Satyam Works for Greater Accountability

CIO 100 Winner: Srinivas Kishan Anapu envisioned an innovative organizational structure supplemented by stringent IT controls and a metrics driven performance management system using the balanced scorecard methodology.

 

CIO Team Nov 30th 2009 A-A+

Summary:

CIO 100 Winner: Srinivas Kishan Anapu envisioned an innovative organizational structure supplemented by stringent IT controls and a metrics driven performance management system using the balanced scorecard methodology.

Highlights:

  • Having stringent IT controls simplified many things. Most importantly, it strengthened security.
  • Instead of having 1.4 deployments per application per month, they now have 0.6 deployments per application per month.

Reader ROI:

  • Why IT controls should be standardized
  • Why it is important to clearly define work responsibilities

Established in 1987 as Satyam Computers Services, this global business and IT firm, was taken over by Tech Mahindra in June 2009. Today, known as Mahindra Satyam, the company has had its fair share of issues lately.  Among other things employees' roles were not clearly defined, therefore accountability was missing. Performance management and measurement tools were skewed and IT controls were not standardized.

“We needed to revamp the processes of the whole organization, if we wanted to get ahead in the race.”

"We needed to revamp the whole organization process, if we wanted to get ahead in the race," says Srinivas Kishan Anapu, VP (enterprise IS), Mahindra Satyam. He envisioned an innovative organizational structure supplemented by stringent IT controls and a metrics driven performance management system using the balanced scorecard methodology.

The main challenge in driving this initiative was change management. Anapu says, "We had to clearly define what constitutes the main organization's units, and the terms of engagement for employees." The success of the project necessitated stringent IT controls. This was a risky proposition, since it was not the most popular method with the employees. But, despite some resistance, Anapu decided to take the plunge.

The new performance management system was designed with a forward looking view across additional perspectives. "It took a while to gain popularity with all the stakeholders. But once it did, it enabled the business to segregate responsibilities and strategy into chunks that the team could relate to," says Anapu.

“We needed to revamp the processes of the whole organization, if we wanted to get ahead in the race.”

Having stringent IT controls simplified many things. Most importantly, it strengthened security. By moving individual customized authentication mechanism across more than 100 applications into an active directory authenticated system, the ticket volumes for security related issues came down by three percent. Further, the number of deployments per application has reduced significantly. Instead of having 1.4 deployments per application per month, they now have 0.6 deployments per application per month.

Today, Mahindra Satyam can proudly claim to have successfully leveraged its processes involving organization structure and IT controls.

Mahindra Satyam Works for Greater Accountability

CIO 100 Winner: Srinivas Kishan Anapu envisioned an innovative organizational structure supplemented by stringent IT controls and a metrics driven performance management system using the balanced scorecard methodology.

 

CIO Team

Summary:

CIO 100 Winner: Srinivas Kishan Anapu envisioned an innovative organizational structure supplemented by stringent IT controls and a metrics driven performance management system using the balanced scorecard methodology.

Highlights:

  • Having stringent IT controls simplified many things. Most importantly, it strengthened security.
  • Instead of having 1.4 deployments per application per month, they now have 0.6 deployments per application per month.

Reader ROI:

  • Why IT controls should be standardized
  • Why it is important to clearly define work responsibilities

Established in 1987 as Satyam Computers Services, this global business and IT firm, was taken over by Tech Mahindra in June 2009. Today, known as Mahindra Satyam, the company has had its fair share of issues lately.  Among other things employees' roles were not clearly defined, therefore accountability was missing. Performance management and measurement tools were skewed and IT controls were not standardized.

“We needed to revamp the processes of the whole organization, if we wanted to get ahead in the race.”

"We needed to revamp the whole organization process, if we wanted to get ahead in the race," says Srinivas Kishan Anapu, VP (enterprise IS), Mahindra Satyam. He envisioned an innovative organizational structure supplemented by stringent IT controls and a metrics driven performance management system using the balanced scorecard methodology.

The main challenge in driving this initiative was change management. Anapu says, "We had to clearly define what constitutes the main organization's units, and the terms of engagement for employees." The success of the project necessitated stringent IT controls. This was a risky proposition, since it was not the most popular method with the employees. But, despite some resistance, Anapu decided to take the plunge.

The new performance management system was designed with a forward looking view across additional perspectives. "It took a while to gain popularity with all the stakeholders. But once it did, it enabled the business to segregate responsibilities and strategy into chunks that the team could relate to," says Anapu.

“We needed to revamp the processes of the whole organization, if we wanted to get ahead in the race.”

Having stringent IT controls simplified many things. Most importantly, it strengthened security. By moving individual customized authentication mechanism across more than 100 applications into an active directory authenticated system, the ticket volumes for security related issues came down by three percent. Further, the number of deployments per application has reduced significantly. Instead of having 1.4 deployments per application per month, they now have 0.6 deployments per application per month.

Today, Mahindra Satyam can proudly claim to have successfully leveraged its processes involving organization structure and IT controls.