- OverviewPress tab for submenu items
TCS is here to make a difference through technology.
Leading the way in innovation for over 55 years, we build greater futures for businesses across multiple industries and 55 countries.
-
Industries
-
Services
-
Products and Platforms
-
Research & Innovation
Overview
Industries
expand here
Services
expand here
Products and Platforms
expand here
Research & Innovation
expand here
- OverviewPress tab for submenu items
We’re in it for good, driving positive change for the benefit of all.
Our expert, committed team put our shared beliefs into action – every day. Together, we combine innovation and collective knowledge to create the extraordinary.
-
About Us
- OverviewPress tab for submenu items
Extraordinary expertise leads to remarkable results.
We share news, insights, analysis and research – tailored to your unique interests – to help you deepen your knowledge and impact.
-
Customer Stories
-
Perspectives
-
Global studies
-
Topics
- OverviewPress tab for submenu items
Want to be a global change-maker? Join our team.
At TCS, we believe exceptional work begins with hiring, celebrating and nurturing the best people — from all walks of life.
-
India
-
Americas
-
Asia Pacific
-
Europe and UK
-
Middle East and Africa
Overview
India
expand here
Americas
expand here
Asia Pacific
expand here
Europe and UK
expand here
Middle East and Africa
expand here
- OverviewPress tab for submenu items
Find the latest news about TCS in our Newsroom
Get access to a catalog of the latest news stories from across TCS. Discover our press releases, reports, and company announcements.
-
Press releases
-
News alerts
-
Analyst recognition
Recent recognitions
View all -
Events
Upcoming events
08 Nov 2024 TCS BaNCS at CorpActions 2024, LondonView all29 Oct 2024 TCS at OpenText World 2024 -
Media kit
- OverviewPress tab for submenu items
TCS works hand in hand with world-leading investors.
Tata Consultancy Services LimitedNSE:TCSINR -
Management Commentary
-
Financials
-
News and Events
-
ESG
-
Resources
Overview
Management Commentary
expand here
Financials
expand here
News and Events
expand here
ESG
expand here
Resources
expand here
Top Results
Showing
10
01 - 07
What’s on your mind?
We’re here to help! Tell us what you’re looking for and we’ll get you connected to the right people.
Looking for something else?
You have these already downloaded
We have sent you a copy of the report to your email again.
Highlights
- TCS has successfully applied agile to roll out complex enterprise-level strategic initiatives.
- These initiatives typically require business, software, and non-software departments and other enterprise functions to come together and deliver strategic goals.
- Thanks to the agile way of working, change takes place gently and incrementally, thereby producing lasting impact with less upheaval.
Taking agile beyond software development
In the two decades that agile has been a part of business operations, it has become the default way of working – if not a way of life – for several enterprise functions beyond software development. From business process support and human resources to administration, finance, and marketing, the agile way of working finds application in almost all aspects of the enterprise.
Like with any other business framework, we’re always looking at the potential for scale through agile. And we’re happy to report that TCS has successfully applied agile to roll out complex enterprise-level strategic initiatives. These initiatives typically require business, software, and non-software departments and other enterprise functions to come together and deliver strategic goals.
However, this journey was not without speedbumps. Two broad categories of challenges emerged:
- Defining agile for non-software teams: To ensure a successful collaboration between software and non-software teams, the concept and application of agility needs to be clearly defined at the outset.
- Embracing agile: The inability of leaders to walk the talk, absence of employee buy-in, low collaboration between departments, and a lack of clarity in accountability can all prove to be obstacles in the path to true agility and impact the roll-out of enterprise-level strategic initiatives.
Gone are the days when organizational changes were enforced through drastic action, often by the top management. Today, change takes place gently and incrementally, thereby producing lasting impact with less upheaval. Which is why TCS followed the agile way to work through the challenges listed above.
Change management, the TCS agile way
TCS applies agile principles to roll out complex enterprise-level strategic initiatives. These initiatives typically require business, software and non-software departments, and other enterprise functions to come together and deliver strategic goals. TCS brings about change in the organizational mindset via the four steps listed below. Employee buy-in: Codifying the profile of an agile practitioner and providing mechanisms to build courage. Leaders walk the talk: Coach management to help them function as servant leaders. Clarity in accountability: Providing clarity through agile roles such as product owners, scrum masters, and engineers. Collaboration between departments: Implementing #TCSLivingAgile to build a minimum sustainable agile culture and mindset.
Our considered approach to successful large-scale enterprise initiatives can be condensed into the following seven-point matrix as illustrated below.
Seven core characteristics to apply agile for enterprise-level strategic initiatives
An infographic lists the seven key aspects of TCS’ approach to driving large-scale strategic initiatives: Roles: Define the roles for every participant (and not just the core team). Decide which ones need to be dedicated roles. Work cadence: Institute calendar planning by getting commitment for events. Most participants usually work on other tasks. Running #TCSLivingAgile: Create the backlog and set down the ‘definition of done’. Identification of the minimum viable product and definition of done is difficult and very often a creative process. Scrum of scrum: Plan other key events and digitization of visibility for larger stakeholders. Both engagement and approvals are needed. Team composition: Define cross-functional team structures. Mindset prep: Conduct crash courses on agile plus design thinking. The latter is crucial for initial problem discovery. Sprinting: Engagement is needed during agile as well outside events.
The benefits of such an approach have been manifold. The agile way helps with:
- Evolution and crystallization of initiative vision: Enabled through a continuous cycle of inspection and adaptation.
- Risk mitigation: Early course-correction by following a minimum viable product approach versus big-bang deliveries.
- Deeper stakeholder engagement: Enabled through regular feedback and an established, synchronized cadence.
- Minimum governance overhead: Continuous coaching to enable self-organization and creation of network change agents.
Using the agile way to enforce large-scale organizational strategic initiatives helped us drive change rapidly, and at scale. From capturing over 50,000 stories of contextual mastery to rapidly shifting 96% of TCS’ half-a-million-strong workforce to remote working during COVID-19 lockdowns, we have leveraged agile transformation for multiple massive undertakings. Which is why we are well-placed to deliver enterprise agility – at scale – for TCS’ clients worldwide.
Related reading
Swipe Left
Swipe Right
Find out more
©2024 TATA Consultancy Services Limited
©2024 TATA Consultancy Services Limited
- Privacy Notice
- Cookie Policy
- Disclaimer
- Security Policy
- California Notice at Collection
- Customize Cookies