We work with engineering organizations to build an efficient R&D organization by transforming their global footprint to drive operational efficiency and strategic impact.
The increasing gap between optimal and operating structure in growing organizations lowers operational efficiencies and may even hinder innovation by unnecessarily tying up investments. We work with engineering organizations to identify areas to be optimized in order to become leaner, faster and innovative. We leverage our extensive experience in organization transformation to –
a) identify areas of automation and standardization,
b) create opportunities for higher collaboration internally as well as with external partners,
c) leverage the global ecosystem of partners to its full potential,
d) create a strong R&D organization that is conducive to drive innovation by freeing up necessary bandwidth and investments.
We assess and analyze organizations across levers such as products, processes, people and partnerships to successfully optimize their global footprint. We further define the blueprint of the new global organization and help execute this transformation end to end.
We help vendor management teams make strategic decisions on which partner to work with, how to optimize talent, costs, processes to drive innovation, etc.
Analyzing the best strategy for target locations
Location Suitability Analysis
COSTS
Comprises of operating costs & center setup costs
ECOSYSTEM MATURITY
Presence of peer companies, start-ups, ISPs, universities across selected locations
STRATEGIC RELEVANCE
Proximity to end-customer and familiarity with local context
TALENT POOL
Talent across Universities, peer organizations, expat movement, talent retention, etc.
BUSINESS ENVIRONMENT
Government policies, incentives, IT parks, SEZs, Industry associations, etc.
Location intelligence helps identify the optimal geographies to address the organization objectives around new age talent, market expansion, local ecosystem leverage, and driving innovation with global partners.
We help organizations to transform their global R&D footprint in a holistic manner to realize business objectives that can lead to operational efficiency and strategic impact.
Optimizing the organization through strategic initiatives
A scattered global R&D footprint can potentially lead to operational issues and strategic challenges. As this footprint mushrooms, it becomes increasingly difficult for HQ to give equal attention to all its offshore centers.
PORTFOLIO ANALYSIS
The portfolio analysis framework helps determine which teams can be seeded in global delivery centers
+
PEER ANALYSIS
The peer benchmarking analysis framework helps determine key insights and best practices from peers
+
LOCATION ANALYSIS
The location analysis helps determine which locations are the best suited for the identified portfolio
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OUTCOME
To assess the portfolio and identify opportunities to rebalance the R&D organization to support business objectives
To invest in newer business opportunities
To drive disruptive innovation, supported by strong local leverage
We help set up Centers of Excellences in identified key geographic locations and also define initiatives to up the maturity level of specific centers.
Setting up niche centers of excellence; Program managing them end-to-end
Business Case Creation
Design the business case
Focus Area Analysis
Benefits of a COE
Peer Analysis
COE Design
Outline the design framework
Structure and ownership
Engagement model
Funding
Operating model
Partnerships
KPIs and success criteria
Setup and Governance
Setup and define governance charter
End-to-end program management
Forge strategic partnerships
Define engagement models, roles, and responsibilities
Structure standard operating processes
Outline KPIs
Continuous monitoring of KPIs
Risk identification and mitigation plans
We analyze and assess the viability of automating all the product engineering activities after code is checked in and help outline a roadmap to achieve the desired state of automation. This results in faster time to market, better product quality, and optimal R&D costs. Additionally, we also help structure the engineering automation team, establish vendor guidelines, and program manage the transformation end-to-end, including implementation.
Helping automate engineering processes to make enterprises more agile
Analysis, Assessment, and Roadmap design to achieve desired state across all BUs
Structure Product Engineering Automation team and establish vendor guidelines
End-to-end program management, including implementation
We identify legacy products for optimization using our proprietary CREST framework and analyze their potential, based on which we help decide the future course of action to drive efficiency.
Identifying and managing legacy products effectively
Identify Legacy Products
Using CREST framework, identify legacy products for optimization
Identifying which products are legacy and prioritize them for action
The portfolio would be evaluated across multiple dimensions like:
Competitor Landscape
Revenue Generation
External Dependencies
Strategic Importance
Technology Obsolescence
Identify optimization levers
Using 5 levers framework, analyze potential
The 5 levers which companies use to optimize the spend on Legacy Products
Engineering IT Optimization
Automation
Workforce Planning
Globalization
Vendor Partner Engagement
Decide course of action
Using Return vs Risk analysis, decide which products and which levers to apply to optimize
Map each product against impact on 4 dimensions to understand risk areas
Customers
Employees
Business Operations
Technology
We help vendor management teams make strategic decisions on which partner to work with, how to optimize talent, costs, processes to drive innovation, etc.
Analyzing the best strategy for target locations
Location Suitability Analysis
COSTS
Comprises of operating costs & center setup costs
ECOSYSTEM MATURITY
Presence of peer companies, start-ups, ISPs, universities across selected locations
STRATEGIC RELEVANCE
Proximity to end-customer and familiarity with local context
TALENT POOL
Talent acorss Universities, peer organizations, expat movement, talent retention, etc.
BUSINESS ENVIRONMENT
Government policies, incentives, IT parks, SEZs, Industry associations, etc.
Location intelligence helps identify the optimal geographies to address the organization objectives around new age talent, market expansion, local ecosystem leverage, and driving innovation with global partners.
We help organizations to transform their global R&D footprint in a holistic manner to realize business objectives that can lead to operational efficiency and strategic impact.
Optimizing the organization through strategic initiatives
A scattered global R&D footprint can potentially lead to operational issues and strategic challenges. As this footprint mushrooms, it becomes increasingly difficult for HQ to give equal attention to all its offshore centers.
PORTFOLIO ANALYSIS
The portfolio analysis framework helps determine which teams can be seeded in global delivery centers
+
PEER ANALYSIS
The peer benchmarking analysis framework helps determine key insights and best practices from peers
+
LOCATION ANALYSIS
The location analysis helps determine which locations are the best suited for the identified portfolio
=
OUTCOME
To assess the portfolio and identify opportunities to rebalance the R&D organization to support business objectives
To invest in newer business opportunities
To drive disruptive innovation, supported by strong local leverage
We help set up Centers of Excellences in identified key geographic locations and also define initiatives to up the maturity level of specific centers.
Setting up niche centers of excellence; Program managing them end-to-end
Business Case Creation
Design the business case
Focus Area Analysis
Benefits of a COE
Peer Analysis
COE Design
Outline the design framework
Structure and ownership
Engagement model
Funding
Operating model
Partnerships
KPIs and success criteria
Setup and Governance
Setup and define governance charter
End-to-end program management
Forge strategic partnerships
Define engagement models, roles, and responsibilities
Structure standard operating processes
Outline KPIs
Continuous monitoring of KPIs
Risk identification and mitigation plans
We analyze and assess the viability of automating all the product engineering activities after code is checked in and help outline a roadmap to achieve the desired state of automation. This results in faster time to market, better product quality, and optimal R&D costs. Additionally, we also help structure the engineering automation team, establish vendor guidelines, and program manage the transformation end-to-end, including implementation.
Helping automate engineering processes to make enterprises more agile
Analysis, Assessment, and Roadmap design to achieve desired state across all BUs
Structure Product Engineering Automation team and establish vendor guidelines
End-to-end program management, including implementation
We identify legacy products for optimization using our proprietary CREST framework and analyze their potential, based on which we help decide the future course of action to drive efficiency.
Identifying and managing legacy products effectively
STEP 1
Identify Legacy Products
Using CREST framework, identify legacy products for optimization
Identifying which products are legacy and prioritize them for action
The portfolio would be evaluated across multiple dimensions like:
Competitor Landscape
Revenue Generation
External Dependencies
Strategic Importance
Technology Obsolescence
STEP 2
Identify optimization levers
Using 5 levers framework, analyze potential
The 5 levers which companies use to optimize the spend on Legacy Products
Engineering IT Optimization
Automation
Workforce Planning
Globalization
Vendor Partner Engagement
STEP 3
Decide course of action
Using Return vs Risk analysis, decide which products and which levers to apply to optimize
Map each product against impact on 4 dimensions to understand risk areas
LATAM has become the nearshoring pivot in the new normal, due to its proximity to the US, growing talent pool, cost-effectiveness, and cultural affinity.
LATAM has become the nearshoring pivot in the new normal, due to its proximity to the US, growing talent pool, cost-effectiveness, and cultural affinity.
Is the Great Resignation here to stay? How will this transform organizations and the economy How can we combat it? Here’s our analysis of the matter.
Management Team
Nilesh Thakker Managing Partner & Global Head
Nilesh has over two decades of Executive leadership experience in technology companies and has led operations in enterprise and consumer software, Cloud Computing and Product Management.
Amita Goyal Partner
Amita heads the Global Center of Excellence (GCoE) practice at Zinnov. With over a decade of experience in globalization strategy, change management, engineering transformation and project management, Amita has extensive experience leading cross-cultural teams. Prior to Zinnov Amita worked at Canon Inc., Tokyo. She holds a MBA degree from IE business School, Spain and MS from University of Delaware, USA. She has several publications and patents to her credit.
Sangeetha Anand Principal
Sangeetha has 20+ years of experience in the IT industry and has deep expertise in Agile portfolio management, modernization & transformation of legacy applications, building effective application delivery models, and creating high performing global teams. Prior to Zinnov, she was the Director of Delivery Effectiveness in Thomson Reuters and has a Masters in M.I.S.
Rakhi Deshpande Director - Talent Acquisition
Rakhi specializes in building team in dynamic, fast-paced organizations across the globe. With an award-winning career spanning over 20 years, Rakhi has proven success in developing and executing a variety of talent strategies to bring on board excellent talent, recruitment marketing, and talent delivery. Prior to working with Zinnov, Rakhi has worked with a range of firms including Fortune 500 and Product Engineering companies. Some of Rakhi’s accolades include Outstanding Woman Leadership Awardee and Top 100 Tech HR Minds.
Fazal Sarkar Engagement Manager
Fazal has more than 11 years of global experience in successfully driving Growth Strategy, GTMs, Revenue Potential, and Business Plans for Fortune 500 companies. He has extensive cross-industry experience across sectors like FMCG, Defence & Infra, TMT, HSW. At Zinnov, Fazal is responsible for executing end-to-end client engagements, relationship management, business development and team management. Prior to Zinnov, he has worked with EY, Tata, LatentView and Infosys. He holds an MBA from IIM Lucknow.
Rishav Khemka Engagement Manager
Rishav has worked with Fortune 500 companies to design and execute their growth and expansion strategies. He has more than 7 years of global experience in Strategy, Go-To-Market, Product, and Sales roles working with large companies, start-ups and VCs. Rishav has an M.S. in Computer Engineering and an MBA from Carnegie Mellon University.
Anand Khajanchi Financial Controller
With a tenure of 20+ years, Anand has a wealth of experience in business controllership, accounting, tax, FP&A, compliance, control governance, audit, and management advisory. Prior to Zinnov, Anand has worked at Dell, EMC, HP, and Ernst & Young, working closely with clients on M&A, change management, process design and system implementation for various business processes. Anand’s solutions-focused, result driven & collaborative style leadership has contributed to his proven track record of solving complex business problems with ease and efficiency.
Saroj Joseph GCOE - Head Branding
Saroj joins Zinnov as Head – Branding, GCoE, working closely with our clients on their brand positioning and communication charters. Over her 15-year career, Saroj has specialized in working with a range of organizations in the ITeS, Aviation and Retail sectors, creating attractive brands that remain top-of-mind for consumers. Prior to Zinnov, Saroj has helmed senior communications positions at Air India SATS, AB inBev GCC and LUSH cosmetics.
