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HCL Technologies

A peek into HCL Facilities

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HCLT Confidential: For Internal Use Only

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When Vineet Nayar took the helm of HCL Technologies in 2005, the company’s legacy of success was threatened by global shifts in the IT services market that left HCLT struggling to keep up with its bigger rivals. Five years later, the company had become one of the fastest-growing IT services partners on the planet, world-renowned for its radical management practices. In fact, its bold management experiments enabled it to enjoy continued rapid growth through the economic recession. What did HCLT do to effect such a transformation? As Vineet Nayar describes in this refreshing book – EMPLOYEES FIRST, CUSTOMER SECOND: Turning Conventional Management Upside Down – HCLT’s success resulted from putting employees first, especially those working in the “value zone” where company and customer interact. To do so, they did not institute any employee satisfaction programs, undertake any massive restructurings, or pursue any major technology initiatives. Instead, they employed a number of relatively simple catalysts that produced big (and often unexpected) results and proceeded through four phases: Mirror Mirror: Nayar traveled around the world, bluntly speaking the truth about the company’s situation to employees and getting them to turn their eyes away from the past and toward a better future. Trust Through Transparency: A culture of trust was created by opening the financial books, sharing information that would make other companies cringe, and enabling employees and managers (including the CEO) to ask questions of each other. Inverting the Pyramid: The company redefined processes to make the enabling functions and company management accountable to employees – with resulting improvement in both their effectiveness and their passion for their work. Recasting the Role of the CEO: Nayar sought to transform the company into a self-governing organization by transferring the responsibility for change from the office of the CEO to the employees in the “value zone”. Nayar admits that he didn’t have a clue where he was headed when he started on this journey, and he candidly describes leadership missteps he made along the way. These concepts only became clear to him after the transformation, but he argues that many of these ideas and practices – which Fortune magazine has characterized as “the world’s most modern management” – can be successfully adopted by any company in any industry anywhere in the world, with similar results.

Vineet Nayar's Employees first Mini-book

HCL Technologies

Employees first customers second

hrsangam

With the advent of digital disruption in eventually every business, insurance as an industry is getting embedded with technology at all stages. But with the pressure to balance both cost and business growth, there is an evident need for partnerships with the next-generation technology providers to share investments, build capabilities and outcome based models for collaboration. When Gen Y is obsessed with “Why not”, Gen Z is growing up with a “Why not now” attitude. According to the Wiki, “Many members of Generation Z are highly “connected,” having had lifelong use of communication and media technology like the World Wide Web, instant messaging, text messaging, MP3 players, and mobile phones, earning them the nickname “digital natives”. This makes Gen Z expectation momentary or “Just-in-Time”. Considering this, what will Gen Z expect from insurance? Here are some thoughts on how it will impact an individual in 2020 and beyond Read more about HCL’s offering for Insurance Industry at http://www.hcltech.com/financial-services/insurance-services

Insurance 2020: How to prepare for digital shift & innovation in insurance

HCL Technologies

Employees First Customers Second

chandan02

At HCL, we firmly believe in ideapreneurship™ - our unique culture of grass-roots, business-driven, customer-focused innovation, in which every employee has a license to ideate. We empower and encourage individual employees at all levels of the organization to come up with innovative solutions to customer’s business challenges. These inspired employees think of new ideas and take them to fruition. This vibrant entrepreneurial culture is powered by HCL’s ‘Employees First’ values, that has given rise to institutional and grass-root programs that help seed ideas, mentor creativity and harvest innovation. This culture is evidenced by powerful seed platforms such as Value Portal, Mad JAM and LeadGen. The Value Portal encourages co-creation of value and has generated over 28,000 ideas on live client projects; MAD JAM celebrates outstanding ideas from within HCL that have been implemented for clients; and LeadGen is a grassroot level, opportunity spotting program for HCL employees to contribute directly to HCL’ topine.

ideapreneurs take the Relationship Beyond the Contract

HCL Technologies

Employee First Customer Second

HCL Technologies

The Gartner report contains 5 Alternative Ideas for Applications Management. Learn how to proactively reduce Application support & maintenance cost and impact business performance. With the continual media focus on Social, Mobile, Analytics and Cloud Services, IT executives can be forgiven for forgetting that a high percentage of existing IT spends remains locked in the management of the existing IT stage. If current approaches to managing IT are not transformed, they will continue to remain locked. The only successful strategy deployed by many organization is the squeeze their IT services providers for incremental discounts. A recent Gartner report stated that "on average in 2012, 35% of IT spending was on applications, 55% was on infrastructure and the remaining 10% was on IT management, finance and administration activities. 50% of an application's cost across its lifecycle is support and maintenance. IT leaders are faced with a paradox of shrinking budgets but a business imperative to grow. Given that fewer than 20% of organizations have an application services strategy, ASM suddenly becomes a big budgetary blind spot HCL has created a radical new approach. It has combines various industry-leading best practices, including LEAN process Management Principles with focused automation and unstained knowledge reuse for the support and maintenance of applications while creating incremental value for business every day with guaranteed cost reductions: Alternate Applications Support and Maintenance or ALT ASM. In summary ALT ASM seeks to: 1) understand the cause of ‘work’ in Application Support 2) Stop the ‘work’ arising in the first instance 3) Manage the ‘work’ more effectively when it has arisen ALT ASM engagements are substantially forward-looking. They continuously monitor applications to identify functional and technical re-engineering requirements. Dynamic business demand for enhanced functionality of legacy applications is met through staffing flexibility. Reduced It complexity is attained by identify redundant applications for decommissioning. The application portfolio is kept lean and total cost of ownership (TCO) is kept low. More importantly, ALT ASM includes the monitoring of both IT key performance indicators and business process KPIs. Using business process and application visibility tools and process watch dashboards, ALT ASM is able to align IT systems to business processes. ALT ASM propagates alternative thinking of proactively reducing incidents and putting business process first.

How To Reduce Application Support & Maintenance Cost

HCL Technologies

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Though insights from Big Data gives a breakthrough to make better business decision, it poses its own set of challenges. This paper addresses the gap of Variety problem and suggest a way to seamlessly handle data processing even if there is change in data type/processing algorithm. It explores the various map reduce design patterns and comes out with a unified working solution (library). The library has the potential to ‘adapt’ itself to any data processing need which can be achieved by Map Reduce saving lot of man hours and enforce good practices in code.

USING FACTORY DESIGN PATTERNS IN MAP REDUCE DESIGN FOR BIG DATA ANALYTICS

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The client is a privately-held competitive local exchange carrier, offering voice services, phone services, internet access, etc. to business customers primarily in California and Nevada. HCL's engagement included managed services application portfolio, CRM implementation and reporting. The client achieved seamless transition within three months with 100% off-shore presence using HCL's transition methodology

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HCL suggests solutions to reduce airborne noise being emitted by vacuum cleaners. It has been seen that blowers used in vacuum cleaners are the main source of airborne noise and blade wakes are unavoidable in turbo machines.Focus of this whitepaper is to understand how to reduce sound intensity of vacuum cleaners and studying its effects on human hearing. ERS division in HCL proposes the design of a spiral enclosure for the blower in the vacuum cleaner. HCL suggests solutions to reduce airborne noise being emitted by vacuum cleaners. ERS division in HCL proposes the design of a spiral enclosure for the blower in the vacuum cleaner.

Noise Control of Vacuum Cleaners

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Smart City solution providers will face challenges in increasing network load due to the huge amounts of video data flowing through their networks. For cost-effective analytics, distributed architecture with user control is just the right solution required. In Smart Cities with varying applications of video analytics solutions in fields such as security systems, utilities operators, and emergency response systems, it gives users a simple way to pick the feed they would like, instrument the analysis they want, and report the way they require in a simple-configurable manner.

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This paper describes the design approach established to study and simulate the vibration behavior of electronic products and provide good correlation between test data and FE simulation through a well calibrated analytical model. This established and validated approach/methodology has been practically implemented in various real time projects for various HCL clients, thereby eliminating/minimizing the actual hardware testing and prototyping efforts resulting in a significant reduction in turnaround time, increased product cost savings and improved productivity.

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Due to the phenomenal development of Networking technology, applications and other services, IP networks are preferred for communication, but are more vulnerable to attacks. To cope with the growing menace of security threats, security systems have to be made more intelligent and robust by introducing Intrusion Detection Systems (IDS) in the security layers of a network. This white paper explores the role of IDS to detect attacks accurately at an early stage to minimize the impact.

Intrusion Detection System (IDS)

HCL Technologies

Manufacturing Automation and Digitization

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The financial services industry has never had a better opportunity to embrace a customer-centric approach to doing business. Raising the bar for customer experience can create clear competitive advantages, and a responsive digital channel offering is essential. Here, insiders from the banking industry, the insurance sector and HCL Technologies’ customer experience management principal discuss the challenges of remaining agile in the digital space. http://www.hcltech.com/financial-services/cxstudio

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Internet became mainstream around 20 years ago and the rapid pace of technology development we have seen over these years is fascinating. We are now looking at the biggest revolution ever, in the world of connectivity - Internet of Things (IoT). Everything we can think of around us - at home, work, in the car, or at a retail store -- will be interconnected, exchanging data and information, thus leading to an extremely intelligent network of things. It will lead to richer user experience, improved efficiencies and higher collaboration across the ecosystem. Exciting times await us...

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The era of Digital Darwinism is upon us. Businesses have no choice but to adopt digital technologies or disappear. Traditional businesses which do not leverage digital technologies risk becoming irrelevant or losing business to native digital companies which understand technology better. The good news is that most companies realize the importance of digital. However, the not so good news is that many still approach digital as “nice” or “cool to have” rather than treating it as an important aspect for business. Digital is no longer good to have: either be digital or be extinct – there is simply no other option.

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Insurance IoT is a social good! Because: 🔵 Expected losses can be reduced structured programs with both real-time mitigation actions to solve a specific situation, and behavioral change mechanisms to promote safer behaviors (both in personal and commercial lines) 🔵 Rate can be matched to risks better: - Smaller and more accurate pricing clusters allow a large part of profiles to receive a lower rate - Even with the ability to price the individual probability of loss (cluster of one) the insurance foundation isn’t canceled (The risk of each policy will contribute to the expected losses of the portfolio; The premiums paid by many lucky policyholders will be used to pay the claims of the few unlucky policyholders who had an accident in a period of coverage) 🔵 IoT data can be used to increase the effectiveness and efficiency of the claim process, so improving the combined ratio ceteris paribus ⏩ Large part of the policyholders will pay less (and portfolios currently difficult to insure will become more insurable) Insurance IoT (and telematics) is not about providing a discount Insurance IoT (and telematics) is about creating economic value using the data and sharing part of this value with policyholders (and agents & brokers) An integrated holistic adoption of the IoT paradigm is a game changer for your insurance business and a social good: ◾ it allows to improve the availability and affordability of insurance coverages ◾while allowing the sector to write a profitable business Below you can enjoy a selection of best practices in both personal and commercial lines - written with some of the IoT Insurance Observatory members - that have already started to obtain results from their IoT business transformation journeys

Insurers' journeys to build a mastery in the IoT usage

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Insurers' journeys to build a mastery in the IoT usage

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