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It is the ability to think differently
that helps an organisation to succeed. Consequently, while the IT
industry might be process-driven, the focus on creativity remains
one of the primary concerns for most organisations. For IT professionals,
the ability to think out-of-the-box, in fact, is a key criterion
to identify who is the star performer in the company, and demarcates
the best from the rest. It is also true that ideas are disregarded,
ridiculed and can languish for years, and what might have provided
the winning edge is sometimes lost forever. While people can be
creative, the onus rests with the organisation to nurture their
ideas and reap the benefits.
 The
fact cannot be denied that a programmer’s job is focused on
productivity or speed of completing the task within deadline, with
little margin for creativity. Pointing out that most organisations
today are following the PCMM or Quality standards, HR expert Varda
Pendse of Cerebrus Consultants concedes that out-of-the box thinking
is not usually encouraged at this level. “For the project manager
there is creativity in terms of managing people. During boom time
the project manager had a tough time and he had to constantly show
leadership creativity. Following the downturn, a project manager
has to show leadership in terms of skills building and providing
career avenues to his team members,” she says.
Out-of-the-box thinking
Pendse believes that in the context of
the IT industry, the correct term for creativity is actually “out-of-the-box
thinking.” It has nothing to do with radical changes. The level
of creativity changes as per role. For instance, technical people
working on embedded technology and CAD/ CAM systems have to constantly
show their creativity in these areas. “It is the out-of-the-box
thinkers who sustain an organisation and are instrumental in its
growth. If you do not have the ability to manage them, then there
will be little change. An organisation can succeed if it has people
who think differently. And this should happen across levels, and
across functions. It is a deeply enriched value,” says Pendse,
adding that the measurable criteria change frequently. When the
attrition rate was 25 percent, loyalty was considered a treasured
value, today it is innovative thinking. In the ITES sector a high
level of creativity is required in managing the human resources,
who are constantly engaged in a dull routine and need constant motivation.
Key drivers
It is the responsibility of the organisation
to nurture innovative thinking by creating the right working ambience
and culture. “The organisational culture should be open and
transparent with a flat structure. They should encourage breakthrough
ideas and have tolerance for failure. Knowledge sharing amongst
peers is a must,” says Manoj Mandavgane, head of HR at ICICI
Infotech.
The key driver of any out-of-the-box thinking
is the direct manager. Says Pendse, “If they cannot manage
such people, the person shuts up. The top management should also
be committed.” At TCS , it is believed that every individual
is a key driver for ensuring a high level of creativity with an
organisation. “In an organisation of 25,000 people one department
cannot drive change. It has to be organisation-wide, right from
the lowest level. Ideas have to flow and information exchanged across
all levels. We believe that if somebody has an idea, it should be
implemented, if it does not work one should accept and learn from
it,” says Atul Takle, vice president of corporate communications
at TCS.
Life beyond software
The company has taken many initiatives
over the years to imbibe creativity in its culture. Just after recruitment
all freshers have to go through a three-month training programme
which comprises areas including programming skills (60 percent)
and life skills (40 percent). “The latter has nothing to do
with the job, it focuses on culture, coping with stress, etiquette,
learning different languages, etc. The effort is to get them away
from programming and face real life situations, particularly that
which might help at the time of overseas posting. One of the regular
creative thinking programmes (organised for all employees as well
as clients) is based on Edward de Bono’s ‘Six Hat Thinking’,”
informs Takle.
The organisation believes that finding
a life beyond software, germinates creative thinking at workplace.
An effort in this direction is the Maitree initiative, comprising
the family members of TCSers who regularly organise workshops and
programmes for all staff members. These can vary from theatre workshops
to ball room dancing to voluntary services. Takle cites the example
of the Bangalore team which is very active in Maitree initiatives.
One of the clients urgently needed the solution to a problem, the
deadline was 48 hours. The Bangalore team was able to find the solution
within four hours, and the client was able to save a considerable
sum of money.
The annual calendar of HR related events
also includes the ‘Hats Off’ programme to channelise one’s
thinking in other directions, which ultimately forges creativity.
Transformational workshops are also organised to deal with hidden
fears and reservations. ICICI Infotech also organises creative workshops
with thought leaders, for enabling employees to think laterally.
Rewards and recognition
Motivated team members who come up with
innovative ideas should always be recognised and rewarded. At ICICI
Infotech instant recognition is given to anybody who comes up with
breakthrough ideas. Out-of-the-box thinking is encouraged in all
the departments, whether it be R&D, marketing or HR. Of course,
the criteria can vary—from improving a product to breaking
an account. “Our KM portal, which is a platform for discussing
ideas and discussions, is an active tool for generating creativity
within the organisation,” informs Mandavgane, adding that even
within the appraisal system they have a specific criteria for creativity.
Creativity is a prerequisite for any company
to improve its position in the market place. When someone comes
with an idea it is necessary to ensure that it is not killed, but
implemented and nurtured. This approach evidently has a very encouraging
impact on others.
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