Tata Consultancy Services (TCS)

7th August 2011 | By Mouseworld Now Correspondent |

Brand TCS
TCS stands today high on the IT pedestal. History repeats itself, the IT bellwether was recently crowned the largest software services firm. Adding a feather to the cap was the recent announcement by NASSCOM. TCS topped the NASSCOM list as the largest recruiter, followed by Infosys and Wipro Technologies, Cognizant Technology Solutions India Pvt Ltd and HCL Technologies Ltd in that order.

As reported earlier by Mouseworldnow.com, the company has plans to spend Rs. 2,300 crore as capital expenditure during the current financial year. TCS also made it clear, with the war chest in vogue, that it would seriously go after acquisition opportunities.

But brand TCS is not just a story that happened overnight!

By 1998-99, TCS had grown into the largest Indian software company with revenues of Rs. 1600 crore and journeying towards achieving its vision of being a global top ten.

TCS’s strengths had been on-time delivery, premier industry positioning in terms of revenue, focus on training programs, quality initiatives, good use of technical tools and procedures and encouraging excellence.

The pressure to retain its premier position has led the software services provider to look out for short-term revenues, along with medium and long-term markets. TCS built relationships with individual customers along with investing on aligning to long-term objectives of customers.

Pressures from customers on schedules resulted in faster delivery and hence, further pressure on future schedules. Employees were rotated across domains. Skills too were rotated in the interest of learnability as well as for meeting requirements. The company also heightened its focus on Voice of the Customer.

The company introduced De Bono’s techniques and trained employees on these techniques to encourage innovation, there was a need to scale up on perceived rewards for experimentation. Individual performance was rewarded and team-based rewards were institutionalized at the organizational level.

Inter-group co-ordination and knowledge sharing were fostered. Establishment of multiple centers and multiple projects within the same centre resolved similar kind of issues. Image building endeavors were taken up slowly to produce a sense of pride in employees and to attract quality talent.

All these helped brand TCS, to align more closely with the customer, business and market requirements at an organizational level.

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