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Organisational Effectiveness is the concept of how effective an organisation is in achieving the outcomes they intend by re-directing the use of resources, business process, budget allocations, culture or other modes of operation that significantly reshape a company or organisation. We help organisations achieve OE through culture change, change leadership, learning and development and strategic alignment.


Say No to Plastics

By Vijay Krishnan, Saravanan. R.A and Sham Sundar

Technology is repainting the payments landscape. Given the complexity of the payments ecosystem in various countries, change happens slowly. Sometimes it takes decades, but change does happen. Newer digital technologies may accelerate this evolution.

The environmentalists’ call to ‘Say No to Plastics’ is now finding an echo in the payments space too. Reluctant to burden their wallets with any more plastic, consumers are looking out for new alternatives.

Some key developments in the cards and payments industry are Digital wallets, Contactless wearables, On-the-spot cardless credit, Cardless cash, Cashless person-to-person payments, QR code payments, Social payments, Cardless POS solutions, Blue-tooth Low Energy, Alternative currencies and NFC technology.

Many retailers like McDonald’s, KFC, Burger King and Subway use cloud-based mobile wallet apps which not only allow mobile payments but also provide loyalty capabilities and offers to customers.

Some countries have begun to move away from cash to primarily plastic cards for payments, while others are leap-frogging cards to use their mobile phones. Other countries again are exploring new all-digital bank accounts accessed via the consumer’s mobile phone number and PIN.

Do these developments indicate a complete shift to a cardless world?

This white paper will share what the group has learned by providing an overview of the current payment landscape for mobile and digital commerce (vs. physical card payments); it also looks at the future of money and how it will evolve to become paperless, cashless and cardless.

(Published January 2018)

 


Digital Testing – The Future Trend of QA

By Vinoth Rajesh Kumar. T, Vimal. V and Sridhar. R

“Digital” is the new buzzword across industries and organisations at various stages of their digital transformation journeys. Certainly digital involves Social, Mobile and Analytics in the Cloud as represented by the acronym SMAC. For some, this might mean re-imagining their entire business around digital technologies, whereas for others it involves incorporating aspects of digital into their existing ways of working.

The growth of these digital technologies - social, mobile, analytics, cloud, the Internet of Things - is pushing every company to rethink and reinvent its processes, approach, tools, techniques and resources in terms of improving product quality and meeting customer expectations. The software deployment cycles have become shorter and seamless customer experience has become central to all changes. Digital testing teams globally are under intense pressure to respond quickly to this changing marketplace with high quality applications that seamlessly serve their end customers and protect their company’s brand. Quality assurance can no longer be viewed as a supporting activity but is now an integral part of corporate strategy and competitive differentiation.

This white paper discusses the challenges of digital QA, the focus of QA organisations, the preferred solutions and their benefits.

(Published November 2017)

 

Implementing your Digital Transformation through your People

By Seamus Keogan, Liam Sherlock and Barry Hyland

Many organisations are looking to Agile as a way to implement their Digital Strategy. This tactic is on sound footing based on the success many organisations have had with this approach. As we support these organisations on a daily basis we are finding that some are unprepared for the levels of disruption that an Agile Transformation brings to how things work, and most especially for the cultural change required across the organisation.

This paper outlines how traditional approaches to transformation are no longer ideal for implementing digital change. Past success is no longer a guarantee in the Digital Age. Your Digital Strategy will bring new levels of complexity to your organisation and you will need to learn from your interactions with your customers. There are new approaches with built-in feedback loops that allow you to adapt your approach based on what your customers are actually telling you.

These new approaches require organisational alignment in terms of vision and goals. When you get alignment, you start to achieve purpose. With purpose comes empowered teams ready to assume responsibility for delivery.

We will also show how organisations can benefit from enhanced alignment, both financially and from an employee engagement perspective.

 

Business Quality Assurance (BQA) – Why Wait?

By Dave O’Brien

A common misconception perpetuated across many organisations is that the Production Department has sole responsibility for Quality, a view disputed and refuted by many leading writers on ‘Quality’ such as Taylor, 1911, Deming, 1982 and Juran, 1988.

In 2015, Rob Baltus, writing in the Whitepaper Book Thought Leadership 2015, explained that his paper…”shows that the quality of products and processes, and business success cannot be viewed separately but that they influence each other”.

In the last 30 years, a number of businesses – the likes of Toyota, GE and BAE – have been in the vanguard of using a combination of Lean and Six Sigma methodologies to create a structured and holistic problem-solving tool-set of integrated principles and techniques to identify and remove waste from their respective business processes and deliver high quality goods and services.

This approach to cross-organisational collaboration is being refined into a Business Quality Assurance (BQA) framework that’s easy to use and which, once adopted, becomes habitual and contributes to a culture of continuous improvement.

This paper sets out to introduce the BQA framework and explain its value in the context of business health and survival.

 

Turning Around the Tanker – Implementing DevOps in a Global Multinational

By Dr Jens Calamé and Sven Euteneuer

As the global rhythm of change increases, so must all players adapt their own pace of change. In the automotive industry, this is particularly visible in the tight integration between physical cars, on-board infotainment and telematics systems, and data-driven back end systems, all with differing requirement sets, release cycles and processes.

This paper describes the iterative, quality-driven implementation of a change towards a more nimble approach in such an environment, taking into account technological as well as organisational and processual change, supporting much shorter cycle times, better cooperation and a higher degree of automation across the full application life cycle from development via testing to operations.

 

Testing the Internet of Things – Intelligence is Required

By Colin Bull, Sven Euteneuer and Dr Kai-Uwe Gawlik

Nowadays, many companies define their digital strategies to allow businesses to benefit from opportunities based on new technologies. These technologies consist of globally-interacting and partially autonomous systems (Internet of Things – IoT) continually gathering a huge amount of information (big data) for real-time control, user feedback and decision-making. The complexity and behaviour of such technology ecosystems reveals new types of risks and needs answers from quality management. In addition to an overview of quality challenges we will discuss how SQS test methodology (TRIP/TRIO), accompanied by Artificial Intelligence, provides a sustainable basis and an additional self-optimising mechanism for quality assurance. We take the IoT in manufacturing as our example for this overview; the principles are the same in other industries.

 

Agile Transformation@Organisation

By Matthias Düsterhöft

Agile is definitely no longer a passing fashion. Many businesses have decided to introduce agile strategies and are already in the middle or at an advanced stage of the transformation process.

Organisations often approach the idea of agile transformation in one of the following two ways:

  • The CEO who has heard of it and imposes it on his organisation via top-down instructions.
  • Or it may be the employees who introduce it to the company in bottom-up fashion.

Both approaches come with their own challenges. Agile means a major change of mindset for employees and their bosses who might be worried about losing power.

The familiar trench warfare between departments also plays a major role when introducing agile ways of doing things. Or is it now a thing of the past? Despite having agile structures, do we still need a traditional organisational structure and management team? This brief overview will answer these questions.

One agile principle tells us that Quality is never negotiable. Does this only apply to development teams and the associated technology? Most certainly not. I will also explain what this principle means and how we help put it into practice at SQS.

In order to turn an old steamship into a streamlined modern vessel, various foundations are required, which must not be under-estimated either before, during or after agile methods are introduced. Leave technology and processes outside the door while you work with your employees to forge your corporate future.

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