Nitin Jain

On one-hand while there is tension to increase velocity and release faster using agile approach, on the other hand attrition, budget freeze might slow things down, in real life. Agile methodologies should be used not only for new features, but also to fix bugs, amend existing capabilities, which can help achieve business goals. In some organizations funding for the next year depends on historical utilization and burn. Failing fast is critical, but equally critical is testing early, getting user feedback, and ensuring adoption. Agile approach should be used to kill loss making initiatives, and funds should be dynamically re-routed to tech projects which demonstrates better prospects.

IT Budget prioritization is tough and critical exercise. EOL Infra and Mandatory Apps upgrade programs should be assessed from risk/reward perspective. Technology is changing rapidly, so alternative architecture should also be evaluated thoroughly, instead of incremental upgrades, which might be low risk -low reward. Initiatives which are directly linked to revenue and market share, could be prioritized over tactical or cost savings initiatives. TCO should not be the only criteria used to prioritize Tech initiatives. ROI, Opportunity cost, Risk adjusted returns, Short to Long term TCV, Availability of Expertise, Leadership bandwidth are some of the metrics which must be used to prioritize needs.

Being respectful is table-stakes. In the globalized world we live in today, often people from different cultures and native/ first languages might be part of the team. So while giving feedback these nuances should be thought through carefully. In professional feedback context, being respect not only refers to tone or choice of words, but the message itself. Difference in education, experiences, exposure creates difference in perspectives and behaviors. So those giving feedback should appreciate that the consultant/ those receiving feedback also had good intentions, and desire to succeed. So the feedback giver/ managers should respect the amount of work being put in, and should also respect the intentions behind the work!

The responsibility of timing the feedback lies with the manager! I personally prefer feedback in the moment, with potential for course correction asap, so as to avoid any unacceptable consequences. The timing of the feedback should be well understood by everyone, so that expectations are aligned! Frequency of the feedback should also be communicated, so that both parties prepare well in advance. Unplanned feedback should be avoided, but sometimes the stakes at hand might necessitate this. In such cases feedback should be timed to encourage in-person interaction, and encourage dialogue. Giving feedback very late after project completion, or 'only' when consultant is leaving that role/ firm, should not be encouraged at all!

If the person giving feedback has also been integral part of the project, then quoting specifics become easier. However if the reporting manager has not been very close to the project/ initiatives then he/ she must spend time trying to understand the context, what went well, and what could have been improved. Inter-personal dynamics and company culture plays a role in influencing the timing, nature of language and the mechanism used to provide feedback. Consultants, new joiners might not understand or appreciate these nuances, so they should be well acquainted with the process. On similar lines, new managers, and those offering formal feedback for the first time should also be trained and coached about how to give constructive feedback!

Risk management while trying to balance stability and innovation can be difficult. Depending on the org dynamics one of the teams might have more unstated authority than the other. - So, its important for risk management team to assess and manage the risk, in an impartial, objective and thorough manner. -Risk management should be done across all levels, from strategic, business unit and tech perspective. - With changing business and macros, risk scanning should be a dynamic exercise. -Risk management should be cohesive. Different units perceive same risk differently, with their own lens. This can create org fatigue and stall innovation. Key skills: Qualitative and quant analysis, visualization, communication and stakeholder engagement