The document discusses talent management challenges for software product companies. It notes that most such companies have only 2 founders and lack diversity of skills. Attracting and retaining talent in product management, engineering, and sales is particularly difficult. Small companies are highly dependent on talent but have limited resources for training and career development. The document proposes that companies implement competency frameworks, formal learning and development programs, and retention strategies to build capabilities and engage talent over the long run.
10. Lets chat a bit
1. Survey (distributed separately)
• Being conducted across a group larger
than this one
• Blind survey, but you are welcome to
put in your name and contact details if
you would want us to reach out to you
• Provide your email for a copy of the
survey results.
2. Experience Sharing
• Two scenarios presented
• What will be your strategic solution
• 15 minutes each
14. Quick recap
• Right talent is the key to success of your business
• Small product companies can’t compete with the biggies
• Getting required talent is becoming more difficult and complex
• Leadership at execution level, more technical less business/
relationship
• Limited exposure to technology, domain and global business
• Lack of product lifecycle knowledge and tools
• Limited succession planning
• Less focus on organization and processes, more on cash-flow
• Retaining and keeping people motivated is a BIG challenge
15. Quick recap
Whether you like it or not, you are in denial or in acceptance;
Talent needs to be engaged and
managed differently
29. SME organization people needs higher competency
Large Organizations
SME
Brand, Growth,
Strategy, Agility
Operations
• Talent strategy is aligned to
business strategy and plans
• Focus is on people rather
than process
• Aim is to build leaders from
an early stage
• Building core competencies
is key to ensuring required
skills
• Focus on retention to
reduce cost of recruitment
• Ensuring transparent
performance management
system
30
Expert
Proficient
Competent
Beginner
Novice
People
focus
Process
focus
30. Concepts
Functions
31
Traits
Portfolio & Business
Management
Advanced course
covering the finer
aspects of leading,
mentoring and value
creation.
End-End Project
Management
Course covering Core
elements & portions of
Leadership Traits &
Functions.
An induction to
Leadership
Industry/Business context
Client/People management
Delivery leadership
Business Communication
Financial awareness
Building Client Relationships.
People and Organizational
growth
Mentoring
Grow into a Leader
Independently manage
projects.
Manage Clients and
Deliverables .
Manage people and resources.
Leadership context awareness.
Individual Contributor to Team
View.
Shifting to Business outlook &
Task mgmt.
TRANSFORM
MANAGE
LEAD
Leadership is the competency to grow
34. IDENTITY
CAPABILITY
Helping organizations be
business and people
proficient
A group of highly qualified SMEs and entrepreneurs who share
a common mission of making clients successful
•
Bring top tier global consulting and execution expertise along
with ease of engagement and agility.
Provide deep insight, expertise and
execution help enabling clients reach
their goals.
•
Outcome based strategies and
implementations, bringing in real
business value and not just reducing
costs;
•
Crisp business case backed strategies
and execution which integrate new
operating models with enhanced
organizational design, technology
blueprint, and business aspirations.
EXPERIENCE AGILITY PASSION
CONSULTING
3nayan.com
Notes de l'éditeur
Average age of software products companies is 2.5 years and majority of them are very small with just 8 employees.
Software products export of %1.6bn is about 2% of the overall s/w exports
VC/PE investments worth $710mn in last 5-years
2mn people added in last decade alone.
Industry is adding headcount roughly at a rate of about 160,000-180,000 people this year (6%). This also means that we are still largely in revenue proportional to headcount model.
58% workforce is from tier-2/3 cities and 74% is below 30 years in age.
Indian IT industry also employs over 60,000 foreign nationals
Did you notice that 6% growth in headcount corresponding to ~10% growth in revenue, implying somewhere it is starting to break the revenue/headcount relationship.
Number of patents filed by Indian companies has grown from 150 in 2009 to 1,000+ in 2013 – this does not include patents filed by MNC for work done by employees in India.
32% workforce is engineering graduate and 25% workforce is domain specialists – translate into absolute numbers and they are staggering.
Annual spend on training - $1.6bn
2mn people added in last decade alone.
Industry is adding headcount roughly at a rate of about 160,000-180,000 people this year (6%). This also means that we are still largely in revenue proportional to headcount model.
58% workforce is from tier-2/3 cities and 74% is below 30 years in age.
Indian IT industry also employs over 60,000 foreign nationals
Did you notice that 6% growth in headcount corresponding to ~10% growth in revenue, implying somewhere it is starting to break the revenue/headcount relationship.
Number of patents filed by Indian companies has grown from 150 in 2009 to 1,000+ in 2013 – this does not include patents filed by MNC for work done by employees in India.
32% workforce is engineering graduate and 25% workforce is domain specialists – translate into absolute numbers and they are staggering.
Annual spend on training - $1.6bn
Most software companies are really small.
And as mentioned earlier, average age is less as well.
There is another report on Software Product Industry that infers that most software companies have TWO founders that too having homogeneous skills.
Product Life Cycle Management – patch, release, features, etc.
You do not need people – you have roles and you need skills and competencies to staff those roles.
Undertake succession plan for roles – it helps you to be prepared and your people appreciate the effort and investment.
Reason behind the colours in the Strategic Outcomes box
Growth & Sustenance – in Orange – signifies passion, happiness and optimism.
Raising Capital / Exit – in dark Green is the colour of money
Customer Engagement – in Blue signifies trust, peace, stability
Business Agility – in Turquoise, implies communication, clarity of mind and creates emotional stability.
For Enablers: The chosen colour is Imperial Blue which signifies (along with Indigo) integrity, sincerity and is often associated with structure and rituals.
Areas of impact: The shade of brown shows earthiness, practicality.
Upper portion is people crib/complaints/grievance
And lower portion is organizational take on people.
SFIA – Skills Framework for Information Age (Sophia) specifically created for ICT professionals – perhaps most commonly used these days.
Dreyfus model of skills acquisition – two brothers proposed the model in 1980.
