Академический Документы
Профессиональный Документы
Культура Документы
Prepared for Prepared by Date Group Members : : : : Dr. Radhakrishna Pillai, I.I.M. Kozhikode. Section A, Group 10 15th February 2012 Balakrishnan V PGP/16/010
Bharat Subramony PGP/16/012 Debolin Dey Priyanka Sidharth Shuchi Garg PGP/16/015 PGP/16/038 PGP/16/047
1. From 2005-2008, HCL has maintained a three-year CAGR of 25%. HCL has nearly tripled its employee base since 2005. Ideas submitted by creative employees through HCLs value portal generated new streams of revenue. 2. A company that outsources its development may see an executive from the outsourcer a few times a year, but it deals with the development team daily. Even though HCL puts its employees first and customers second, the company measured a net gain of 43% in customer satisfaction scores from 2008 to 2009, which was followed by a further 21% net gain in customer satisfaction scores from 2009 to 2010. 3. HCL has been in a cutthroat business where its competitors try to lure away top performers with bonuses or higher pay if they are willing to jump ship. But for creative employees, money is only one factor in the decision. As HCLs workforce has become more independent and engaged, net attrition is down by almost 50%.
Brief overview about the client-norfolk southern Norfolk Southern is one of the premier transportation companies. Its Southern Railway subsidiary operates approximately 20,000 route miles in 22 states and the district of Columbia, serves every major container port in the eastern U.S. It provides efficient connections to other rail carriers. It operates the most extensive intermodal network in the East and is a major transporter of coal and industrial products.
IT implementation by HCL-Axon HCL AXON has successfully implemented the Synergy project, encompassing significant world-class business processes based on SAP solutions and stabilization support at Norfolk. HCL AXON had to replace 40 plus systems addressing the areas of Financial Management, Human capital Management and Material Management, which speaks of the complexity, and immense scale of this two-year program. A business-centric, Center of Excellence known as the Synergy Centre has been established for the on-going operations, releases and optimization of SAP solutions. HCL AXON was chosen as the one as it helped in providing system integration services to enhance the infrastructure at Norfolk Southern to meet the changing demands of the business. Here a robust SAP solution was implemented which enabled a real time, fully integrated and cohesive system and will further enable future back-office transformation across other business functions.
The synergy project was successfully implemented through world class business processes through solutions provided by SAP. As a part of the effort HCL AXONs consulting expertise was brought on as a part of two year implementation. It was a large and complex implementation module with consulting experts of HCL AXON with talented resources of Norfolk Southern working together. The president of HCL AXON, Steve Cardell tells that the tools to utilize the integrated SAP solution and this will enable accurate and timely information to optimise their business processes and achieve their longer-term growth objectives.
Change Management
The change management program implemented by HCL AXON included 9 BPO owner departments and three extended stakeholder groups that remained actively involved throughout the project lifecycle for the back-office changes. An engagement of more than 100 Norfolk Southern Change Agents throughout the project, 400 communications and 400 training tools and coaching guides and reference sessions helped in bringing about this transition and helped in managing the large scale implementation. HCL AXONs long track record of delivering transformation capabilities for the travel, transportation and Logistics Industry helped in bringing about this change over in Norfolk Southern.
Brief overview about the client- Britvic soft drinks limited Britvic Soft Drinks Limited is one of the leading UK based manufacturer and supplier of branded and private label soft drinks. Britvic plc is has an enviable portfolio of market leading brands, such as Robinsons, J2O, Fruit Shoot, Tango and Drench in GB, MiWadi, Club and Ballygowan in Ireland, and Teisseire, Fruit and Pressade in France. They also have exclusive bottling agreements with PepsiCo in the UK and Ireland for global brands such as Pepsi and 7UP. The company employs approximately 2,700 staff in 26 locations in the UK and has a turnover of 680 mn pounds.
Need for IT implementation Britvic had been growing at a tremendous rate over the years. This had led to a lot of changes in the strategic priorities and the need for a growth plan. This led Britvik, in 2003, to embark on a major programme of business transformation having as the company's business processes and supporting technologies were inadequate for such rapid growth and development.
Solution presented by HCL-Axon HCL AXON implemented a full scope SAP-enabled business transformation program. Its primary objective was to deliver a step-change in operational performance, which would lead to the making of an organization which could win in a highly competitive and fast changing market.
Implementation Process and Benefits The business transformation programme delivered by HCL AXON covered finance, procurement, logistics, production, order to cash and commercial asset management. With SAP beverage industry best practice at its core a benefits driven approach to process and system design was used. They were aligned to the strategic goals of the organisation.
Originally the time frame for the implementation was fixed at 32 months but engaging HCP AXON completed it in 20 months. The programme has delivered benefits worth 11m of sustainable cost savings in 2006 with an additional 7m of savings expected across 2007 and 2008.
Product concept to launch time reduced by a third Inventory reductions and reduced storage costs Headcount reductions Savings enabled by optimization of replenishment and sourcing Manufacturing efficiencies, including production waste reductions Centralization of all procurement Better indirect procurement control and improved supplier management Improved cash flow Better promotional decision making helping to increase average revenue per liter
Change management as part of implementation HCL AXON's role does not just end at delivering of improved processes and a world class SAP platform but involved a vital role in overall programme direction and management.
It also involved driving the SAP change management effort by education the senior management and developing a detailed organizational and role design.
Mike Jones, IT Director at Britvic has the following to say about how HCL AXON has contributed to the business transformation programme, "We chose AXON as a strategic partner to support us in this major transformation programme for their deep SAP technical expertise, their rigorous implementation methodology and their skills in process optimization and change management. More importantly, they demonstrated a structured approach to accelerated benefits realization and are helping us achieve the platform agility we require going forward."
This indicated that HCL AXON not only is an IT service provider but also helps companies in managing the change and in successful implementation of the solutions offered by them.
10
References
1. Hill, Linda A., Khanna, Tarun, Stecker, Emily (2007), HCL Technologies, Harvard Business Review, N9-408-004. 2. Hammond Jeffrey S., HCL Technologies puts Employees First Customers Second, Forrester. 3. http://www.hcltech.com/press-releases/enterprise-application-services/hcl-axonaccomplishes-large-scale-implementation-sap-solutions 4. http://www.hcltech.com/enterprise-application-services/oil-and-gas
11