Page 94 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Unit 6: Components of OD – Operational and Maintenance

Notes
project involved a hundred developers working 24/7 out of two continents in a true
example of simultaneous, Onshore© development.
 Their work with Levers expanded to Asia Pac and beyond.
The Aberdeen Group reports on the best practices in global outsourcing, and they selected
our work with iSpheres, a software product company from the west coast, and showcased
it in their research report and webinar.
On the technology business side, we delivered the world’s smallest Blue Tooth protocol
stack that went into hand-held devices and other appliances for manufacturers like Epson
and Sony. A leading Japanese company that built airport-landing systems was using the
PLCs that we designed.
Gold Smith’s leading position in creating storage area network technologies began getting
strong customer traction.
A Fortune 50 company looked at more than 50 software companies across the globe for
their long-term outsourcing programme. They selected only a handful of companies to
partner and Gold Smith was the youngest company they chose.

They also received the Helen Keller award that recognized our concern and commitment
to the cause of “differently able” individuals – primarily driven by our continued
interactions and involvement with children at the Spastic Society of Karnataka.

Anil Jha became the first representative from the information technology sector to be
elected president of the Confederation of Indian Industries (CII)—India’s most important
industry association that influences policy and represents the interests of a cross-section of
industries in both national and international forums.

In the U.S., Computerworld Magazine chose Gold Smith as one of the 100 best places to
work in the IT sector. It ranked 66th in a list that included Intel and EDS.
Delivering on Corporate Social Responsibility…

Three hours away from Hyderabad, tucked away in rural Tamil Nadu, Gold Smith
employees rebuilt a village school in a place called Somennahalli in Dharmapuri district
of Tamil Nadu and forged a friendship that will one day be an example for private-public
cooperation. It led the way for impacting leadership beyond the workplace.
Amidst all these accomplishments and accolades we saw the next level of leaders in Gold
Smith coming of age, taking charge and guiding the course of our journey.
Vision 2007 – Pacing the growth plan…
The time had come to take a good look at the future and start pacing Gold Smith for the
next phase of their tryst with destiny. A key element of that was their Vision 2005 that had
aimed at achieving $231 Million. Recognizing that the world around had changed in many
fundamental ways, they restated that Vision and set it up as a goal for 2007. To be a $231
Million company in 2007, the leadership recognized that inorganic growth was inevitable.
Yet they decided that we would not do it in a hurry or do anything that could inherently
destroy the value they had created.

By 2003, the CLASS values were fully integrated with their performance management
system. Every Gold Smith Mind was part of an annual appraisal system in which a major
part of the evaluation was how the individual demonstrated adherence to Caring, Learning,
Sharing and Social Sensitivity.

Contd...

LOVELY PROFESSIONAL UNIVERSITY 89