Interview: Dr Jaideep Devare, MD, MIBL on the People CMM®

Jaideep Devare Photo

Dr Jaideep Devare  is the Managing Director of Mahindra Insurance Brokers Ltd (MIBL).

In this interview, Dr Devare shares MIBL’s experiences, pains, and benefits gained in the transformation carried out at MIBL (website: here), through the People CMM® initiative. MIBL was appraised and rated at maturity level 3 through a SCAMPISM Class A appraisal in Dec 2015 (see details at the CMMI® Institute site, here).

AlignMentor: Congratulations on being the first insurance organization in the world to have been rated at maturity level 3 of the People CMM®. And thank you for agreeing to share your experiences.

Q: Please tell us about your organization – MIBL.

JD: Mahindra Insurance Brokers Limited (MIBL) is a subsidiary of Mahindra & Mahindra Financial Services Limited (MMFSL). We have a Composite Broking License, which enables us to operate as a Direct as well as a Reinsurance broker in India. We are one of the few insurance broking companies in India to have been awarded the ISO 9001:2008 certification. Now, we are the world’s first organization in the insurance sector to achieve People CMM® maturity level 3, reflecting our quest for excellence.

MIBL is committed to providing value to its customers by understanding their insurance needs and risk profile, and providing innovative, cost-effective, customized solutions to ensure total customer satisfaction. MIBL represents the interests of the customer, and acts as an intermediary between the customer and the insurance company. MIBL’s role encompasses various activities right from risk profiling to claims administration for customers. MIBL coordinates with the insurers and re-insurers to get the best deal and the most ideal risk protection cover for our customers.
As on today, our insurance solutions have reached out to over 150,000 villages across India, and have serviced over 6 million cases in the rural and semi-urban markets. Our presence in many locations across various states in India gives us extra mileage to serve our customers in markets that are under-penetrated and under-served.
Our company’s long-term vision is: “To be the first Indian company amongst the Global Top 100 Insurance Brokers in revenue by 2020”.

Q: Please tell us why and how and why you decided to adopt the People CMM® model. And please share some experiences of your People CMM® journey.

JD: In the last eleven years, MIBL in India has organically grown from 50 to 750 employees. As the organization grows, maintaining employee experiences, building and sustaining employee engagement requires focused efforts and disciplined practices that are consistently and fairly executed across the organization to continuously engage and inspire people. We believe that happy and engaged employees provide the best of services to our customers.

We take pride in the strong culture we have developed since day 1; this culture being one of our strengths. Our core values and the Mahindra ‘Rise’ pillars inspire us to focus on customer delight, quality service, challenging conventional thinking, accepting no limits, and driving positive change. However, over time, we came to realize that we needed something more if we were to gain an edge in the over-competitive market. In terms of human capital, this meant an increase in our employee engagement, control over attrition, and higher momentum on customer-centricity.

We asked ourselves 3 key questions, for which we had to find relevant answers:

  1. How successful is our business today?
  2. How can our human capital develop personally as well as contribute to the growth of our organization?
  3. How ready are we for the future?

As we are into a people-centric and knowledge-intensive business, the role of human resources is crucial to the success of our company.

To keep up with the wave of digitization and globalization, we felt, we would need to focus on cultural transformation, building organization capabilities for future business growth, creating robust HR process delivery models, and driving HR process excellence. These thoughts provided an impetus to synergize people, process, technology and culture, and that’s how we thought of embarking on the PCMM® journey.

Q: There is a feeling that the People CMM® is applicable only for IT companies. Yours is an insurance organization – what is your impression now that you have implemented a part of the People CMM®?

JD: We understand that IT companies were the early adopters of People CMM®. The robust people practices enabled them to attract, engage, and retain employees, especially Generation Y, the Millennials.

In my opinion, PCMM® can be beneficial to any organization which is people, quality and customer-focused. Any organization serious about business performance, people development, and organization strategy and goal alignment, should adopt this model. I believe that organizations have limited growth not so much because of ineffectual business strategy, but more because of a cultural impediment due to which employees get negatively impacted, and are unable to give of their best. If this hypothesis is true, then people play an important role and act as catalysts for growth. Any business strategy may not work if the people and culture do not support progress.

So, people-focus can serve as a competitive advantage for any organization. The PCMM® model is helping us in such a cultural transformation, and can help any organization, irrespective of the industry segment.

Q: What were the key benefits that you expected and realized in implementing the People CMM®?

JD: Some of the challenges in the financial/ insurance sector are high employee attrition and low employee engagement levels. We expected to improve our employee engagement and to reduce attrition levels. Our larger objective was to align HR with business strategies and drive excellence in HR processes to achieve our Vision. We have started realizing great benefits in our journey over the last 15 months.

A few of these are: a) Improved employee engagement scores b) Reduced Attrition levels c) Significant improvement in transparency and effectiveness of our internal communication channels, which have further enhanced our trust Index levels d) A robust competency framework aligned to our various people practices e) Better execution of strategic business projects at a faster pace now.
Holistically, we have improved in our agility, responsiveness and customer-focus across the organization.

Q: Please share some of the challenges that you faced in the implementation of the model @ MIBL.

JD: Ensuring inclusivity was a challenge as our employees are spread across India in over lots of locations, servicing customers in the rural and semi-urban markets. It becomes difficult for the HR team and people managers to be in regular, direct touch with them. We utilized the power of technology as an effective mode of communication in order to reach our employees across the country.

Also, as this is a cultural transformation process, initially we experienced a little resistance from some, but we were able to overcome this, as our employees were already aligned with our aspirational Vision 2020, “To be the first Indian company amongst the Global Top 100 Insurance Brokers in revenue by 2020”.

Leadership involvement and “walk the talk” played an important role in overcoming such resistance. Various sensitization programs, reinforcement of company’s Vision, enhanced communication channels worked well to overcome such challenges.

Q: What are the other models/ frameworks that your organization has adopted? 

JD: Internally, we have our Group’s unique ‘The Mahindra Way’ (TMW) model in place, which is based on TQM. I would say the PCMM® model complemented the TMW model, and we hope to move to the next level in our TMW assessment later this year.

As mentioned earlier, we are also aligned to ISO 9001:2008.

Q: Now that you are maturity Level 3, will you be pursuing higher maturity levels of the People CMM®?

JD: Yes, we have already embarked on our PCMM® maturity level 4/5 journey, and our team is energized to implement various processes such as knowledge management, mentoring, empowerment, data analytics based business decision-making, and continuous innovation.

Institutionalization of various processes and initiatives are very important to reap business benefits in the long run, and therefore we have planned the implementation phase over a 2-3 year horizon.
Jaideep Devare with teamThank you Dr Devare, for your time and sharing your thoughts. And wish you and MIBL all the best!

Dr Jaideep Devare  is the Managing Director of Mahindra Insurance Brokers Ltd (MIBL).

Other related posts uploaded on the same blog:

Please feel feel to share your views, experiences or queries, using the “comments” feature available.
Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the interviewer or the interviewee :-).

SM-SCAMPI is a service mark of Carnegie Mellon University.


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

Book Review – “The Shift” by Lynda Gratton

 The Shift - Cover Title The Shift:
The Future of Work is Already Here
Author(s) Lynda Gratton
Initially Published In 2011
Publisher Harper Collins
Formats Available Paperback, and Kindle
Available At Amazon.comAmazon.in, and Flipkart.com.

The Shift by Lynda Gratton looks at the forces that will change the way we work in the next fifteen years, and the key ‘shifts’ that individuals need to make to survive and thrive.

“A compendium of modern management and social science theories … the novelty of Gratton’s book is her synthesis of so many contemporary ideas about the changes to our working lives ”

— FINANCIAL TIMES (book of the year) 

Summary

The Shift takes a long and hard look at the trends that will affect work in future. The author conveys this through short ‘stories’ of individuals in the future – these scenarios include the negative as well as positive.

The Shift starts by identifying five emerging forces and the way they will impact the future of work. The five important forces identified by the author are (1) Technology (esp. the Cloud), (2) Globalization, (3) Demography & longevity, (4) Society, and (5) Energy resources. The book goes on to describe the history, trends and how these will affect our lives in the decades to come.

Part 2 of the book paints a dark picture where these five trends create fragmentation, isolation, and for some, exclusion from work altogether as they are left behind. This is projected as the ‘default future’ where the five forces shaping the future take charge of people’s descent into hell if they are not proactively crafting their future.

The next part of the book focuses on the kind of work that people who actively craft their life can possibly have. These include increase in co-creation/ collaboration, greater social engagement, and creative micro-entrepreneurship.

So what does one have to do to proactively craft one’s future of work? The Shift identifies three main themes that one needs to work on: (1) moving from being the shallow generalist to the serial master, (2) moving from being the isolated competitor to an innovative connector, and (3) moving from being a voracious consumer to an impassioned producer.

At the end there are insightful notes for children, CEOs, and governments on what they can do to move towards a better future.

Well-written and Thought Provoking

I found The Shift entertaining and thought-provoking. It is a current masterpiece on the subject of ‘the future of work’.

The pace (across the 350 odd pages) is breathless, directed and self-assured. While reading the book, the analysis appears sound.

This book helped me think about the future. Though the future may not fully match Gratton’s prediction, it sure is going to be different and some of the things that book predicts will become true.

I think the book should be read by youngsters, parents, leaders (corporate & political), and HR folks.

.
“Uses historical context brilliantly to put the megatrends … into perspective … simply brilliant. Inspirational and provocative”

—  HR MAGAZINE

The Shift  by Lynda Gratton is available at: Amazon.comAmazon.in, and Flipkart.com.

Check out sample pages of the book by using the “Look Inside” feature in Amazon, here. You will get a feel of the book, and you can decide whether it suits you.

About the author

Lynda Gratton, an organizational theorist, consultant, and Professor of Management Practice at London Business School, is known for her work on organisational behavior.

Gratton has worked with many of the world’s biggest companies, including Vodafone, Shell and Unilever.

In 2008 The Financial Times selected her as the business thinker most likely to make a real difference over the next decade. In 2011 she was ranked by The Times as one of the top 15 Business Thinkers in the world today. In 2011, she was also ranked number one in Human Resources Magazine’s “Top 25 HR Most Influential UK Thinkers 2011” poll.

Gratton is the founder of the Hot Spots Movement, a specialist research and consulting team that works to identify where companies can future-proof their working practice, in order to foster innovation and enhance performance.

Here is a TEDx video featuring Lynda Gratton talking about the concepts in the book.

If the video does not open, use the link https://youtu.be/VbZ3eKbFi3g

The book is available at: Amazon.comAmazon.in, and Flipkart.com.

Please use the comment feature below to send in your responses.

Other Book Reviews

Other book reviews uploaded on the same blog:

Please feel free to share your views, experiences or queries, using the “comments” feature available.

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the author of this post :-).


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

Mahindra Finance (MMFSL) – Case Study of their People CMM® Journey

MahMMFSL Logoindra & Mahindra Financial Services Ltd (MMFSL), India was appraised and rated at maturity level 3 of the People CMM® as a result of an appraisal conducted using SCAMPISM-A (click here to view the appraisal result on the CMMI Institute site).

MMFSL has compiled a summary of their People CMM® journey, the challenges faced and the benefits gained in a short document available here.

Mahindra Finance (MMFSL) Case Study of the People CMM® Journey

I thank MMFSL and QAI for making this material available.

Please feel free to share your views, experiences, and queries, using the “comments” feature available. You may also forward the link to this post to your friends, colleagues, and anyone else who may be interested.

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the author :-).

SM-SCAMPI is a service mark of Carnegie Mellon University.


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

People CMM® Appraisals – 2015 Update

It is time once again to summarize data related to Class-A appraisals for the People CMM®.

Here is the updated data with the People CMM® SCAMPISM-A published results of 2015 added:

No. of People CMM® Appraisals Upto 2015

Data for 2010 to 2015 has been picked up from the Published Appraisal Results Site maintained by the CMMI Institute. Earlier data has been picked up from multiple sources as given in the table. Some appraisals may be missing from the data, if the appraised entity did not wish to publish the results (for whatever reasons).

Further analysis of the past 28 appraisals (of the last 3 years) listed in the Published Appraisal Results Site (with Filter People CMM® v2.0)  shows the following:

  • 22 of the 28 appraisals in the period 2012-2014 were led by three LAs-Lead Appraisers (Rajesh Naik, K Kothandaraman and D Sankararaman).
  • Seven different LAs did the 28 People CMM® appraisals (of the last 3 years).
  • There are 9 authorized LAs for the model on 27-Jan-2016 (the number of LAs was 11 in Jan 2015). For a list of People CMM® LAs go to the Partner Directory; select “CMMI Institute Authorized SCAMPI with People CMM Lead Appraiser” option –> you will get the list of LAs for People CMM®.
  • People CMM® organizations of the last 3 years belong to the IT/ ITes, finance, engineering, telecom, manufacturing domains.
  • Accenture – Tech units across the globe has the highest number of entries in the list of the last 3 years.

The reasons for the low number of appraisals for People CMM® have been discussed in the post Adoption of People CMM® -03: Why is it Low?  – I believe the same reasons continue to apply even today.

Hope we have a greater adoption of the model and more number of reported appraisals in 2016 and beyond.

Other related posts uploaded on the same blog:

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the author :-).

SM-SCAMPI is a service mark of Carnegie Mellon University.
The People CMM® (by Bill Curtis, Bill Hefley, and Sally Miller) has been available for more than 15 years. Version 1.0 of the model was released in 1995 and version 2.0 was released in 2001.


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.