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Gayathri is the Global IT-Compliance Lead for /thoughtworks and an auditor with a strong focus on Information Technology audits. Professionally, she loves collaborating and accomplishing big things as a part of a team and her thinks current role in /thoughtworks allows her to do this daily. Emerging leadership series - In conversation with Gayathri Sribharath 13 Feb 2023 Gayathri is the Global IT-Compliance Lead for /thoughtworks and an auditor with a strong focus on Information Technology audits. Professionally, she loves collaborating and accomplishing big things as a part of a team and her thinks current role in /thoughtworks allows her to do this daily. How would you introduce yourself? Hello! Thank you for taking a few minutes to read about my journey. I am the Global IT Compliance Lead for /thoughtworks. I am an auditor with a strong focus on Information Technology audits. I work closely with product and software development teams and help drive best practices in information security, SOX compliance, data security, access management, change management etc. In the current role, I act as the liaison between external auditors, business and technology teams and help organisations comply with the ever increasing and complex requirements of various security and risk standards. I have a keen interest on working with teams to solve Compliance issues using technology. Some of my professional degrees and certifications include Chartered accountancy, Certified Information systems auditing etc. Of late, I have developed interest in Data Privacy and GDPR. On the personal front, I am married to Sri Bharath - an ardent supporter of all that I do and my sounding board. I have a beautiful and talented daughter. I love to learn to cook different South Indian cuisines. I like to go on long solo drives in my car and a lover of the beach and sunsets. Can you tell me a bit about your career journey? What inspired you to take on the leadership role? Born and brought up in Coimbatore, a city that is famous for its visionaries and innovative ideas in business, there is always a thirst to learn and explore new things. It’s in our DNA and I think that has been a factor in the way my career journey has been shaped. My career journey is shaped by the mentors and great thinkers I had the chance to work with. I would like to take this opportunity to thank all those who helped shape my career and encouraged my thought process to be different. As any other intern, I started working on internal and tax audits. But the audit consultancy I worked for believed in me and gave opportunities to work in other specialisations like information security, IT audits etc. This helped me understand my strengths. After almost 5 years of working for the audit consultancy, I moved on to work for technology consulting companies and be a part of their internal audit and compliance teams that focus on IT audits. I have performed so many different types of audits like SSAE 16, SOX, ERP audits, etc. I have had opportunities to consult teams and audit them as well. This exposure and experience are what makes me confident in my leadership role. What were the top challenges you faced during your journey and how did you overcome them? One of the difficult challenges that I had to overcome was to learn how to network and navigate through an organization’s system. This skill is very important for anyone, more so in my role where I must work with so many stakeholders, internal and external. A very powerful leadership development program that I completed a few years ago in one of the organizations I worked for helped me identify my areas of weakness using a SWOT analysis. I took support from my mentors to arrive at a series of things to do improve my communication skills and confidence levels. This enabled me to easily converse with various types of stakeholders. I was able to create the visibility required for the role. A big portion of my success can be attributed now to the relationships I have built with my peers, colleagues and important stakeholders in my career journey. What motivates you everyday? Personally, my daughter, of course. I want her to see a strong mother who does smart-work and someone who is independent. Professionally, I love collaborating and accomplishing big things as a part of a team. My current role in /thoughtworks allows me to do this daily. Isn’t it wonderful to do something that has a meaningful impact on the organization? I travel often. I do some workcations too! This helps me stay not glued to my desk and be one with nature and that motivates me to do what I do best. Do you have a role model in your life? Can you name a few people who you look up to? I have many role models in my life. To being with it is my mother who I look up to first. She has overcome a lot of challenges to raise us and is a very strong woman who looks for solutions and leads the family to its success. And then all my mentors. I am naming a few here. CN Srivatsan & Gita Srivatsan, Meena Swaminathan, Uday Bikkasani, Leena Pandya, Nitin Raina, Sasikala Mahesh. What does leadership mean to you? How would you describe your leadership style? When people feel safe enough to raise their hands and say ‘I made a mistake’ or ‘I need some help’, that leader has succeeded to Put people first and create a congenial environment for them. That to me is a good leader. Leaders are the ones who see the world not as it is, but as it could be. They inspire others to follow them because they believe in something larger than themselves. And that "something" is not a destination or a goal, but a vision- something worth sacrificing for and fighting for. What would be your advice to other leaders? Believe in yourself first and then believe in the people that surround you. A good leader should be able to create more leaders. A good leader should prefer actions over authority. Listen to your heart and put people first. Rest all can wait. My favorite quote by Sadhguru Jaggi Vasudev – Integrity, Insight and Inclusiveness are the three essential qualities of leadership.

Tips on managing the risks on production environment < Back Managing risks in operations & production support environment Tips on managing the risks on production environment Managing risks in a production environment, that is making money for customers, is extremely essential. However, most often, due to the unpredictable nature of the production support or operations management work, the fear of unknown increases drastically. More often than not, for an operations analyst or a production support analyst every day is a new day and every problem is a new problem and hence the traditional risk management model that suggest to Identify->Analyze->Plan->Track->Control. The traditional model assumes there is a significant time available that will allow you to analyze and assess the risks after you identify it. However, in the production support or operations management area, the time is something that is not available and you are expected to react it quickly. Risk & rewards In my previous experiences about awarding the winners in an organization, it was observed that the companies, most often, tend to reward the people who do better crisis management than the people who do better risk management and that often means that the risks are tend to be reacted only when they are realized and become a bigger problem. So, at the end of the discussion, it was more or less agreed that the Risk Management in a production environment is all about behavioral change and mindset. Interesting ? .. read ahead! If you consider the possible responses to a risk once you identify it, they could broadly classified as follows, Terminate - terminate the risk at the source and do not accept the same Transfer - transfer the risk to the concerned stakeholders and ensure they are mitigated Treat - accept the risk immediately and start controlling Tolerate - accept the risk and do nothing ! If you revisit all the scenarios you had experienced related production support or operations business, they are more often than not demand urgent attention. A priority 1 ticket is waiting or some incident is threatening to take the shape of a bigger problem. Now, for such situations, can you terminate the risk? Can you tolerate the risk or can you transfer the risk and keep quiet? I would think no! In all such cases, you would have taken quick action to either resolve the risk yourself or ensure that the risk is resolved at the earliest. Now, coming back to my earlier statement of relating the Treat, you would agree that to treat the risk in an production environment that requires collaboration across multiple teams, you need to develop the ownership & risk taking mindset. Someone needs to take the ownership and drive the problem through to the solution or mitigate the risk in full. Few tips on mitigating the production risks are as follows, Keep customers informed of more bad news than the good news. Even if you do not believe, the customers are more prepared to listen to worse news than you can possibly give the. Expose your vulnerability without going into victim mindset! Be honest in explaining the reasons, but do not over explain things. #operations #risktaking #productionsupport #mindset #riskmanagement #behaviour Previous Next

IT departments are on the verge of being irrelevant to businesses. .. < Back Why IT departments must reinvent themselves - Part I IT departments are on the verge of being irrelevant to businesses. .. IT departments are on the verge of being irrelevant to businesses. Increasingly, there is a need to reinvent themselves and align better with the business. The industry is at crossroads, where they need to choose between being merely seen as a cost center in the organization, and instead, take the lead to be an important and influential partner in the business. At Thoughtworks, we have been thinking a lot about the direction that the IT team needs to take. In the last 4-5 years, we have been continuously challenging ourselves and evolving along with our changing business. In this blog, I elaborate on the thought process behind this change in direction and focus and hope that it will get you thinking about the opportunities that exist for your IT departments. IT departments need to reinvent and re-purpose themselves Let’s think of some factors that impact the direction of IT teams so much and so often: The nature of the business is changing, at a rapid pace - With the technologies in the space of Internet of Things, Artificial Intelligence and Machine Learning taking center stage, companies need to look beyond traditional ways of doing business. Technology adoption for business is no longer an afterthought, but a driving force. As an operations partner of the business, IT departments need to keep an eye on the changing nature of the business and be proactive to change and evolve along with the business. IT departments have an opportunity to drive future of business - By being a partner, IT departments have an opportunity to disrupt business processes through technology led innovation. They can work with the business to identify customer needs, market trends and help in developing the right capabilities through experimentation and application of technology to their internal solutions. With technology innovation disrupting more and more businesses, IT teams can play an important part to shape the future of the organization. The same work doesn’t give same value year on year - Doing the same work year on year, with the same people and teams offers diminishing returns for companies. As operating costs and people costs increase each year, companies cannot afford to spend more money for the same outcome. There is an increasing need to use technology in business and IT operations to reduce costs and bring in more efficiencies. Having said that, we should also keep in mind the current situation of IT departments and business. Finances will keep getting tighter – Just as customers ask companies to deliver more year on year with same costs, the same expectation is on IT teams as well - to deliver more without a proportionate increase in costs. IT departments need to be clever in cost optimization as their budgets do not keep up the pace with the growth and complexity of the business. Value first – While people are the most important asset of organizations, the outcome is always measured in terms of the value they bring to the organization and their users. The same goes with costs and investments too, as they are always evaluated in terms of the value they generate. Considering these situations, it becomes important for internal IT departments to continuously move up the business value chain. Workspaces at Thoughtworks Let me tell you what happened with my team at Thoughtworks few years ago (earlier known as the Offices and Devices team). We realized that the regional business paradigm is shifting and we needed to gear ourselves to support the future of business. The expectations from the immediate stakeholders were changing and the traditional way of working as support teams in isolation was no longer good enough. We needed to foster the true spirit of leadership, partnership and collaboration within and beyond our teams. To get there, during the last few years we have: Reworked our vision to focus on the ‘future of work’ and ‘strong regional IT partnership’ Rebranded ourselves as ‘The Workspaces’ team that allows us to go beyond previously established scope of work Created smaller region-focused product teams by breaking down one big global team On-boarded experienced and business-focused product owners to lead the teams into regions Evolved the structure of the team to ensure that decisions are made at region level Established a framework for team capability development that aligns with the vision of our team and the regional business Put in place a stronger governance mechanism with the regional businesses While there is still some way to go, these steps have helped us start moving from being a ‘business support’ team to being true business partners. What is the future? The next challenge is for us to think on “ How to move up from being business relevant to become business influencers? ” While business support work such as help desk and customer support, laptop and office support, client project and infrastructure support is important, we can’t move ahead without changing our approach holistically and making the IT department integral to the business. The transition has not been an easy one, but this change in approach has helped us make giant strides in redefining the future of this department. In Part 2 of this blog, I will share my thoughts and ideas on how we can transform from here to become real business influencers. Previous Next

There are two kinds of emotions that one can experience. Simple enough to guess ... < Back Learning Emotional Intelligence There are two kinds of emotions that one can experience. Simple enough to guess ... So, to start with, do you know what is an “Emotion”? It seems so simple, but when asked this question during the training, probably none could give an exact answer. The answers were such as, ‘ An emotion is a feeling.’ , ‘An emotion is a thought in one’s mind.’ . The answer that the trainer gave was ‘An emotion is an energy within the body that creates an awareness of its state through feeling’, which probably was a sensible answer! There are two kinds of emotions that one can experience. Simple enough to guess, they are Good emotions and Bad emotions. Good emotions (happiness etc) are the ones that the body likes to carry and the Bad emotions (fear etc) are the ones that the body does NOT like to carry. The mind is an invisible force that resides within the human body and assists the human being to experience various states of emotions. The mind plays an important part in managing the emotional state of a person. The equation is simple, Mind is a slate on which the external situation, understood by 5 senses (see, smell, hear, touch, taste) and governed by one’s intelligence, intellect, memory, beliefs & values create an emotion that is visible through the gesture of a human being. Now, what does EI tells us? EI has 5 basic competencies as follows, Self awareness Self awareness is all about being aware of the emotional state of oneself. It also extends to expressing the emotions at right time and not suppressing them within yourself. If you are getting angry, upset, disappointed or frustrated, then its essential to identify the state of emotion and take a corrective action immediately. Self management This is all about managing one’s emotions and how you appear to others. For example, if in a meeting, due to some lengthy arguments and counter arguments you are feeling angry, then its better to announce that I am getting angry, and I suppose I need to take a break. than continuing with the meting, which is likely to affect your judgment and might end into something you might repent ! Self motivation Self motivations tells you to have a passion in life. It tells you to discover your own passion and pursue it in order to keep you motivated in life. It suggest you to have a goal in life (personal & professional) so you can go all about pursuing the goal. Doing the job you love and loving the job you do is the mantra of keeping one highly motivated. Empathy Empathy is all about getting in someone else’s shoes and DO nothing ! Yes, do nothing ! It suggest you should empathize with others to understand what situation they are going through before taking any decision about anyone. It helps you to understand what pains or problems someone is going through and how it might affect someone’s performance at work. It also suggest that one should empathize with oneself. It helps understand what emotional state you are going through and what situation you are under. Self empathy is all about giving time to yourself every day to ensure you are in a good emotional state to realize your situation control limits. Effective relationships Effective relationships is the relationship that is Goal Oriented. In the discussion, after much debate, it was convinced that all relationships you can think of are goal oriented. An effective relationship is also one the one that comes with expectations and the one where the expectations are met. Its recommended that you have a clear understanding of emotions with whom you get into an effective relationship. Finally, in my own words, I would define EI as, EI is all about knowing and motivating yourself, controlling your behavior irrespective of situation type, understanding others better, relate to them for betterment of your social and work life that could translate into more happiness and help earn more money and growth. #personality #EQ #thoughts #emotions #emotionalintelligence Previous Next

Ying started her career with Thoughtworks and has played roles like Developer, Delivery Lead, Product Owner, Head of Operations and now playing the role of the Program Manager. Women leadership series - In conversation with Ying Fu 5 Mar 2022 Ying started her career with Thoughtworks and has played roles like Developer, Delivery Lead, Product Owner, Head of Operations and now playing the role of the Program Manager. How would you introduce yourself? Hello, I am Fu Ying and I would introduce myself as a program manager, as a driver to lead the team to move forward in the right direction. Can you tell me a bit about your career journey? When did you first get into a leadership role? My whole career so far is within TW and the journey started as a developer, eventually, shifting the role to Delivery lead, Product Owner, Head of Operation, Program manager. Majority of my career is work under multiple culture environments. Which helps me look at things from different angles. The first time I got a leadership role is quite interesting, it is not an officially "assigned" leadership role. It was the 2nd year I joined TW. There is an NGO project which needs to work with clients from Africa and the UK, and with a group of people from TW Inida. From China, and it was just me and a new hire who have 10 years experience. Given I have longer experience in TW and know about the project, I start to take the ownership and drive the delivery of the work. Even providing suggestions to my teammate. I saw this as the first time I took the leadership role even though at that time, I didn't feel this way. What were the top challenges you faced during your journey and how did you overcome them? My top challenge when I was in a leadership role was the balance of growing people and doing things by myself. As a leader, when I step into an area that I'm not familiar with, I need to build up the team to move things forward instead of doing things by myself (I even can't do it by myself). This will need me to better think about the impact of work and set the right expectations with the team. I'm not overcome them yet. Still working on it. But I'm more and more patient on this now. What motivates you? Ownership motivates me to keep driving the thing forward. Curiosity motivates me to explore different areas from PS to Operation. Willing to get things done motivates me to remove blocker and build connections. Do you have a role model in your life? Can you name a few people who you look up to? I don't have a specific role model. I do learn things from different people. For example: Matheus, he was a very supportive leader who gave space to team members to grow and provide support when they needed it. David, he is great at balancing different parties within TechOps. Jade, putting things better organized. Yuntao, think things from a balanced view, and care about people's career development. Xiaoli, be very clear about what is the target to achieve. Gao Li, very calm and easily takes up new roles. There are still more people I'm learning from. I can't summarize all of them. What does leadership mean to you? How would you describe your leadership style? Leadership means responsibility, means good influence to others. My leadership style is more empowering, creating a safe space and opportunities for team members to leverage their strength and desire. Through supporting their success to make me and the team successful. What would be your advice to young leaders? People are always important. Always think about how to support your people's success and make the work successful.

In continuation from my previous blogs, here I write about the direction ... < Back Why IT departments must reinvent themselves - Part 3 In continuation from my previous blogs, here I write about the direction ... In continuation from my previous blogs, here I write about the direction we intended to take with Workspaces. In this part, I offer my thoughts on the perennial debate around what is BAU and what is innovation. I have recently been a part of several conversations that have led me to believe that confusion exists within a team like Workspaces where the majority of the work is BAU. I hosted a workshop on innovation at a team offsite sometime ago which was really useful in discovering what the team thought of innovation and some of the challenges and opportunities they perceived. Although the team has changed a lot since then, when I look at the notes from the workshop, I believe some of the perceptions about innovation remain same. How interesting! I have been recently interviewed on my thoughts on innovation and also took part in a global IT survey for innovation (hosted outside of Thoughtworks). It was a good time to reminisce on my thoughts on innovation. I present some of these thoughts to you: Innovation is a culture of thinking differently and challenging oneself to do things differently Failures in innovation is great learning and offers important lessons Successful innovations often result in reduction of time while doing the same work, reduces effort taken towards any task, saves cost or improves quality Innovation does not only mean building a product or an app or a software but also innovation in process, service or pretty much everything you see around Innovation doesn't only happen in the NASAs and ISROs of the world. It happens in smaller bits around you that will help you solve your daily problems and issues. We just need to build a curious mind and challenge status quo to think about innovation and ideas that can improve things for us and around us. With so much focus on innovation, does it mean the BAU is not appreciated? What about those of us who enjoy our work? Well, the answer to this is partly yes and partly no. Let me explain. Yes, because if we continue to do the same and routine work over and over again, the value of that depreciates over a period of time and we have to think of doing the same work differently or keep questioning why we are doing it. No, because there will always be some work that we will have to continue doing to keep the lights on. And let’s be honest, it’s a vicious circle. For things around you to change and become better, you need time and because you are so busy with day to day work, you just don’t have time to think or act or even suggest improvement. In my opinion, the change will not start unless we really want to change and think of getting out of doing ‘only’ routine stuff. In some ways, we have to push ourselves out of our comfort zone to think about and bring a change around us. Lots of us have ideas and most of them are really good. Talking about the idea in a social forum and within the team is the first step towards thinking about the change. Being accepting of someone else’s idea and contributing through discussions is another thing that helps us follow and think about the change. I also believe that the best ideas will come from people who are closest to the problems. The success of the idea will truly be dependent on how participative we can make it for everyone. I believe that with ‘Workspaces Global Ideas’, we have taken the first step to share our ideas.The showcases that we schedule have the potential to become one of the most important tech showcases within Thoughtworks, if we do them right. So, in summary, I feel that innovation will come from people around us, who are looking at the same things differently. BAU is important and so is innovation, but they are not mutually exclusive. You can not do one ignoring the other. For TechOps, 'innovation' means not accepting the way things are, especially if it can be better for our customers and ourselves. It could be an incremental improvement or a disruptive game-changer. Either way, innovation really should be our business as usual. We hope TechOps will increasingly incorporate a true learning culture where we are always observing and experimenting together. Previous Next

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The pandemic has changed the dynamics of almost every kind of business. . < Back Digital transformation – 8 inside characteristics of the modern & digital organizations The pandemic has changed the dynamics of almost every kind of business. . The pandemic has changed the dynamics of almost every kind of business. And today, most businesses have no choice but to transform themselves through technology to reach their customers and continue their existence. Digital transformation is not a new concept. Probably, it's one of the most overused terms in recent times, especially during the last couple of years. Every other company is either getting digitally transformed, or helping others get transformed, or both. However, have you ever thought about what a ‘transformed’ organization looks like? What are the characteristics of a modern and a digitally transformed organization? How does a ‘Digitally transformed’ organization function and work, to continue the agility that they have gained through the transformation? Here are 8 characteristics or principles of the ‘Modern and Digitally transformed’ organization. These principles define how these companies operate internally, how their employees and teams see the organization from inside. Simple For digitally transformed organizations, the size of the company does not matter for their IT operations. Whether the company size is 500 people, or 50,000 people, these companies do not find it hard to scale their internal operations and business processes. The internal organization complexities are hidden behind simpler interfaces and intuitive business processes. They provide great working experiences to the employees, customers, and guests alike. The access to their core systems and services are easily available to build better interfaces and experiences for their internal business operations and customer facing processes. Flexible & personalized Employees will work from anywhere, any time and business processes are tuned and built to support flexible, time zone aligned, remote first & hybrid working culture. Cross country markets will emerge and people across the regions will collaborate better on delivering success to their customers. The services that are offered to employees and customers will be hyper personalized and they will be able to take their experience anywhere they go and access services with any device. Social & collaborative Diversity and inclusiveness will continue to be the key elements of the culture, and everyone’s opinions stay important to take the organization forward. Employees will engage in natural and non-hierarchical communications across the organization, and they will have necessary tools and technology at the disposal that allows them to communicate the way they want and improve social collaboration. They will continue to strengthen their ‘networked’ organization through new tools and technologies to make communications and collaboration easier. Open & compliant Information will remain a key enabler, however access to information will change per their compliance policies. Security, privacy and compliance will become even more important in future. The core IT systems will be easily interoperable, and the IT assets will be easily discoverable and accessible through internal developer platform / API / core asset marketplaces. There will be a strong access management & control mechanism in place at various levels that will guard ourselves and their key information from misuse. Smart Companies will integrate the physical workspaces with digital technologies to build smarter and more personalized experiences for their employees, customers, and guests and will continue to improve the experience using the big data. Our technology will enable employees to use different devices and help experience a truly connected workspace. They will use AI for enhancing their human effectiveness at work and provide full or assisted decision support for key organizational decisions. Sustainable Companies will care even more about sustainability and environment and ensure that they run on sustainable energy and prioritize being carbon neutral (if not negative). they would have committed to and demonstrated actions on supporting the SBTi goals towards climate action. For the assets and devices owned by them, they will follow the eco-friendly recycling and promote reusability. Their cloud infrastructure will run on green cloud computing. Fast, yet accurate Digitally transformed organizations are highly data driven. They have trustworthy data, made available to employees and leaders through established data platforms and relevant tools. The data that people are entitled to access is available at fingertips, in the format the employees want. All operational, business, and organizational decisions are driven by intelligent & actionable data insights. Innovative, learnable The digitally transformed organizations make innovation easy and take efforts to democratize innovation within the organization. Their next phase of growth is driven by innovation. They have lower barriers for innovation and experimentation and set clear paths for idea->impactful outcomes. These organizations retain a high focus on research and continuous learning and people capability development. Employee growth & development is a core part of the organizational strategy & culture. Final thoughts Markets and customer needs are evolving fast, and technology is evolving even faster. In the new age of business, there is an inherent need for companies to stay ahead of others. Being a modern & digital organization gives companies an advantage in the competitive market to respond faster to changing customer needs. While above 8 principles define the characteristics of the modern & digital organizations from inside (for employees & its leaders), it’s very important to know that being digital and modern is no end state, but it’s a continuous evolution. The companies who would wait and stay reactive, will be in a true danger of irrelevance, unless they act now, and act fast. Being a modern & digital organization gives companies an advantage in the race, the relentless focus on customer success, being flexible and adaptable to customer needs and being continuously innovative towards building better / newer products and services for customers is what will define the success of these organizations. Previous Next

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