Blog de Youssouf Chotia

Interview très instructive du fondateur et président de Satyam Ramalinga Raju  . (Satyam fait partie des 4 grandes SSII indiennes avec Wipro, Infosys, et TCS (Tata))

Il répond a une question essentielle : comment croître tout en conservant ces collaborateurs et surtout le même niveau de service pour les clients. Ou comment incarner dans un modèle l'équilibre permanent entre centralisation stratégique et décentralisation opérationnelle

Leur modèle centré sur la dimension entreprenariale et des indicateurs factuels avec son propre jargon (North Stars et full life cycle businesses sont ils les futurs remplaçant du lean et du toyota production system ??)

Essentially, it makes the language of metrics our first language.

a business model designed to deliver uniform client experiences while keeping everyone in the company focused on the same objectives, despite phenomenal growth

Each full life cycle business has a leader, and the principle behind distributed leadership is to empower leaders at every stakeholder touch point. At that "moment of truth," the leader is the center of the universe.

Altogether we've recognized about 2,000 full life cycle businesses, each similar to one another in the way they create value.

Let me give you an example. Our organization has 40,000 people today and at the end of the fiscal year we'll probably have more than 55,000. Many of the people we bring in will be straight out of college. Human resources are broken down into three elements: attraction, retention, and management. Attraction is all about recruitment: you recruit on campus, within the industry, outside the industry, and so forth. Each of these components becomes a business. Campus recruitment becomes a business. In fact, campus recruitment from management schools becomes a separate business in comparison with campus recruitment from technology schools. Each of these businesses has its own set of benchmarks to match or exceed and stakeholders to delight.

Est ce que ce modèle leur permetra de dépasser ces concurrents directs beaucoup plus gros aujourd'hui ? Peut être qu'on le saura lors d'une crise de l'outsourcing indien ; aujourd'hui la croissance est telle qu'elle masque les différences managériales entre ces nouveaux géants de l'IT