Category Archives: Organizations and Leadership

Software Development Partner for SMEs

The Importance of a Software Development Partner for SMEs?

Enterprise Application Development, IT Outsourcing, Organizations and Leadership, Small and Medium Businesses, Software Engineering, Software Industry, Thoughts,

Small and medium enterprises that been highly successful are found to have at least two things in common – relentless focus on the fundamentals of their businesses and the uncanny knack of identifying and riding on a market/technological wave. There is also another common thread that connects them all, one witnessing an exponentially rise in its relevance– ‘Information Technology’ as an enabler. Not surprisingly, the one question that gets discussed in any SME nowadays is: “How do we meet our software development needs?”

Developing software in-house is definitely an option. But it can only be pursued by trading off against investing the resources in the core business activities. The alternative course lies in outsourcing all the work to a partner who has the required expertise. Software development is a specialized field. It requires focused and continuous effort to build capabilities to deliver, and upgrade to avoid the risk of oblivion. Thus, a reliable software development partner is priceless. Here’s why

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Quality vis-a-vis Tenure?

The length of time a software partner has been in operation indicates how well it can adapt to the shifting demands of the industry and its clientele. A longish tenure essentially means that their investment in software engineering processes and related measures are robust and that the company can ascertain the benefits of expertise and flexibility in their engagement. Their deliverables, thus, are expected to be of a certain distinct level.

Technical Knowledge

It being its core area of work, a capable partner can provide quick access to technical skillsets with both depth and breadth of expertise. Building such capabilities in-house requires a continuous expenditure of time and money. The same if accessed through a partner relives an SME of a lot of headache. Infact, the services of multiple outsourcing providers can also be availed if the needs are varied, thus enabling the SMEs to be nimble-footed in responding to market opportunities.

Expense

The overall cost of establishing and maintaining a software team is quite high. It involves cost attached to hardware, software and most importantly acquiring and retaining relevant talent. Outsourcing offers the privilege of flexibility, for ramping up and down of resources, and of getting access to the exact type of technological expertise to handle exact needs and fluctuations in work generation.

Domain Knowledge

Seasoned developers with a track history of successful project execution in a certain domain can recommend the best of the industry practices while offering solutions. Domain knowledge translates to better and faster identifications of gaps, precision in technological solutions and identifying opportunities for improvisation.

Crisis Management

The true test of the character of a software partner arises during instances of crises. Software companies, which have served multiple clients over many years, end up facing multiple types & instances of crises during the tenure. The experience equips them to respond to such situations better in the future. The more diverse the experience of the partner the better the response expected.

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If the benefits of outsourcing to a partner seem businesswise prudent, then caution needs to be exercised in its execution. Just identifying a player is not good enough for the purpose. One runs the risk of being limited by the capabilities of the services provider in the long run. It needs to be ascertained that the partner is doing enough to keep pace with the rapids changes in the field of Information Technology. Besides that, exploring various models of engagement is also an important aspect of any partnership.

How much an SME truly gains out a partnership with a software development company is directly proportional to these factors mentioned above.

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If you have any queries in this field, talk to Mindfire Solutions. For over 19+ years now, we have been the preferred Software Development Partner of over 1000+ Small and Medium-sized enterprises across the globe.

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Mindfire Thailand Trip 2016

The Little and The Large

Mindfire Solutions, Organizations and Leadership, , , , ,

The world is headed towards the unknown. What a great time for vacation! And while we’re at it, why not make it large – an international vacation!

So here we are at the end of 2016 – on the back of a trumping victory, a demonetisation, and random other unexpected events including a noble Dylan. Many of these events are expected to make life tough for IT companies in India. And then there are mega-trends of automation, centralization and simplification impacting work and technology companies. The largest companies have sent out signals of revenue, on-site and hiring slowdown possibility. Continue reading The Little and The Large →

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Winter vacation for the whole company!!

Mindfire Solutions, Organizations and Leadership, , , , , , ,
Mindfire
Mindfire Survey

Anything audacious always has an element of shock in it – positive as well as negative. When it comes to coming up with policies which benefits people, Mindfire never runs low on audacity. This year we started for the first time in our company a concept called winter vacation. For a whole week, starting December 29th 2014, office was closed and people were given this time to enjoy with family and friends. Some went on road trips, some went to holiday destinations, some joined Yoga camps, some spent time on learning new technology, some read books and most used this time to reflect on the year gone by and plan for the New Year. We ran an internal survey to capture people feedback on this initiative and an overwhelming majority, 97%, felt that this is an awesome initiative and should be continued every year.   Continue reading Winter vacation for the whole company!! →

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Smart Work vs Hard Work – A New Perspective?

Organizations and Leadership, Thoughts, , ,

 

Smart Work vs Hard Work. Which is better, which should be valued?

This question haunts every workplace, and successfully confuses everyone. There are camps and devotees of either side, and convenient converts depending on situation!

It is actually quite simple, if we see some facets clearly. Continue reading Smart Work vs Hard Work – A New Perspective? →

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Can Weekends Begin on Fridays?

Organizations and Leadership, Thoughts, , ,

 

Weekends start on Saturdays. What if they could start on Fridays? What?!? Are you out of your mind?

Hmm.

Carlos Slim set the dialog rolling for fewer workdays recently. He advocated 3 11-hour workdays a week. Larry Page has referred to a 4-day week. Debate has continued, with views ranging from impracticality to glee. The more I think about it, the more I believe it is worth trying.

What if we actually do it while the world debates about it?

Allow me to share some thoughts – benefits, problems, constraints, and possibility.

Benefits
Contiguous time off from work helps our minds to relax, and our fires to recharge. It means time for hobbies and interests. Learning for techaholics. Research for thinkers. Tinkering for doers. Open-source contribution or personal projects for workaholics. Ideas for would-be entrepreneurs. Community and social work for do-gooders. Parties for party animals! Travel for travel-lovers. Family and kids time. Romance for couples. Sports for sport lovers. Home travel for those from other cities. A mix of all of the above for most of us!

Better life. Broader outlook. Broader minds. Better work.

Problems

On days you work, your work of 11-12 hours blocks out the rest of life. Those days can be more tiring. Work can suffer. An organization with longer weekends may be mistaken to be lazy, under-ambitious, and neglectful of work.

Constraints

With many benefits, fewer work days seem attractive. But there are constraints we have to consider.

Commitment
Every organization commits something to its customers/clients. At Mindfire, we commit 160 hours of work a month, 40 hours a week. Anything less and we have to suffer – when the organization earns less, everyone earns less. Work is the economic activity which generates wealth for all. Income is carved from eternity with our time. When income suffers, everyone suffers. That cannot be allowed to happen.

Non-work activities at work
In flexible workplaces, most of us have some non-work activities at work, perhaps about 10% of the time. In other words, 40 hours of work need about 44 hours at work.

Possibilities!

Now let us consider the possibilities.

3 x 11
3 days of 11 hours each is 33 hours a week, so that is infeasible.

4 x 11
4 days of 11 hours each can mean 40 work hours, which is feasible. However, getting clients to agree to one day off every week, even when other days are used to make up – is tough. Anything which harms work, will harm those who work.

4 x 10 + 4
Practically doable, similar benefits: 4 10-hour days followed by 4 hours on Friday!

This would mean 9am-7pm or 11am-9pm or whatever, Monday through Thursday, and 9am-1pm or 11am-3pm or whatever on Friday. Work ends and the weekend begins with lunch on Friday! Yay!

Interesting? Interested?

This could be a giant step for work, a small leap towards Work 2.0.

What do you think?

 

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Thank God It’s Friday – Mindfire Style!

Organizations and Leadership, Software Industry, Thoughts, ,

 

At Mindfire, we recently had a proposal to have one day of the week as “Work From Home” (WFH) for everyone.

A day working at home would allow a day’s escape from the commute. It would enable flexibility in planning personal stuff, including spending time with family.

The ideal day was Friday. Practically, it would mean Fridays blending seamlessly into the weekend, and undiluted weekends. People with family few hours away could travel overnight on Thursday, work from home on Fridays, and have two full days at home. And it would make Fridays a little more fun and a little more free!

Awesome! Doable? Hmm.

We shared the idea with people at our Bangalore center, to gauge response and interest. It quickly became obvious that people loved it! Given Bangalore’s epic traffic and commute problems, it was not surprising that most people preferred to avoid the roads.

Of course, there are some problems. Some people may have connectivity issues and actually prefer to work in office. Some people may have hardware or device-dependent work which cannot be taken home. Some work may need bandwidth which is not available at home. And certain work (such as Hiring) simply has to be done at office.

But there are enabling factors. First is our 100% laptop environment, which allows both mobility and reduces power-cut issues due to battery backup. Second is availability of cheap and reliable Internet connections. Third is the Mindfire culture – of being outcome-oriented instead of needing to see people sitting at their desks.

There is the gnawing problem of unfairness for people who cannot enjoy Friday WFH because their work cannot be done from home. Will they enjoy the joy of others? Or will they hate a facility they are excluded from?

It is a balanced risk. People understand if they have work issues at home, they need to rush to office. People also understand that freedom and flexibility come with responsibility. And that good things come hard, but go easy!

To test the waters, we are rolling this out at our Bangalore center from August 22, Friday.

This is a trial, an experiment in Work 2.0. If there are problems with work, it will have to be discontinued. If it works, it will be rolled out at our Bhubaneswar and Delhi centers as well. Helping positive ideas succeed enables us to do more, to move forward, while failing takes us a step backward.

 

Will it work? I will update what we find out! Life is discovery.

 

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Pre-paid Salary: The Shocking Result of Our Poll

Organizations and Leadership, Thoughts, ,

Few days back I wrote about salary traditionally being paid after work is done (end of month), and how it could possibly be paid in advance of the month as pre-paid salary.

After that, we ran a poll with 600+ people inside Mindfire. This was not an academic poll – it was an actual serious offer to change salary to be on pre-paid basis. The result was pretty much certain – people would obviously always want salary as soon as possible, and before the month – before work is done – is sweeter than honey. Obvious, right? Right?

Wrong!

The results are an absolute surprise.

About 70% people voted. Of those, 60% people voted for salary at end of month – same as today! 7% voted for salary in middle of the month, and 33% voted for salary before the month begins. If you regard the 30% absentees as voting in favor of status quo, it is a straight majority for post-paid salary, at 72%!

I have no idea why people do not want salary before work is done. Maybe it is self-respect. Maybe it is maturity. Maybe it is to be in sync with rest of the world. Maybe they trust Mindfire and salary is not an issue. Maybe people see no reason to do it, and no benefit of doing it. Maybe there is no need for (earlier) money.

One thing I do know: thankfully we didn’t just start pre-paid salary without asking people for their choice. It was dead simple “obvious” and “certain” that people would like it, so we could have just rolled it out in the comfortable assumption that people would appreciate it. But asking people allowed us to get true pulse. And now we know better – people don’t want it. And there ends this adventure!

Lesson learnt: it is dangerous to assume, even on seemingly “obvious” things. The world is full of surprises!

 

PS: It would be interesting to run similar polls in different organizations, and check what patterns emerge. If you happen to run it in your team, do let me know how things go!

 

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Why is Salary paid after Work is done?

Organizations and Leadership, Thoughts, , ,

Since my first job a couple decades ago, I have always been intrigued by a tradition in the world of work. It is so embedded in our minds and expectations that we don’t question it.

Salary for a month is always paid at end of that month. Sounds simple, right? But my question is: why?!? Why is salary paid after work is done? Let us look at this from various points of view.

 

Unknown Amount
In case of electricity, water, phones – you have to pay based on consumption. These have to be paid after the month, because it is not known how much you will consume during the month. Makes absolute sense. But salary for the most part is known and predictable – correct?

Trust
In real estate, you pay rent before a month begins. It may seem like the owner is trusting you with his house, so they expect pre-paid rent in exchange of that trust. In reality, it may just mean that the owner doesn’t trust you. In case of organizations and people working in those organizations, sure the organization is trusting you with its work. But aren’t people trusting the organization with their skills/energy/time? What if the organization shuts down, or willfully defaults on paying salary of people? Did that one month of work go waste? Should the organization have a larger heart in trusting people, or should people be required to trust the organization?

Risk
Sometimes, organizations delay or do not pay salary stating that customers have not paid yet. True, possible, and sad. But should business risk be transferred on to people working with the organization? Unless I am an owner, why should customer and business risk be forcibly transferred on to me? How does it matter to my effort-salary expectation, if customers have not paid?

Economics
A month’s fixed-deposit gets you about 6% annual interest, or 0.5% monthly. By paying salary at end of month, an organization gains 0.5% of the month’s salary. On a salary of Rs 40,000 a month, we are talking about Rs 200, which doesn’t sound big. But look at it two other ways. One, take 500 people, and we are looking at Rs 100,000 as the financial benefit, which doesn’t sound low any more. Second, from a person’s individual perspective, Rs 200 has tangible value. So the question is: should the organization be enjoying this economic benefit, known as the “time value of money”? Or should people be enjoying it?

Power
In business, power play dictates timing of payment. At one end, large companies put smaller vendors on net-30, net-60 days payment as a signal of power. At other end, suppliers insist on advance payment when they know their stuff is selling like hot cakes and demand is greater than supply. It is a power game. In today’s world of work, especially in industries that are people-heavy such as IT/software companies, do organizations have more power or do people? All such organizations profess a philosophy of “people first” – shouldn’t they put their money where their mouth is?

Need
Organizations need money for ongoing operations. This is known as “working capital”. Well, do people not need money for ongoing lives? Who needs it earlier, who needs it more? Who has the wherewithal to raise required finances easier? By paying for work at end of month, an organization successfully delays its need for finances (for salary) by a month, easing its working capital requirements. But whose need should have higher priority?

History, and Everyone
The human mind is trained by history. We do not question practices when “that’s how things always have been” and “that’s how everyone else does it”. We know in our gut that if there were only one way to do a thing, the Kamasutra would never have been written. And we know in our gut that if things were always done how everyone else does it, Apple and Steve Jobs would have never thought different. But both these things afford a sense of comfort, of familiarity, like an old warm blanket on a cold wintry night. Isn’t it safer to just stick around, than to stick out? Why question and rock the boat?

 

Conclusion
Someone asked George Mallory – “Why do you want to climb Mt Everest”? And he replied – “Because it’s there”. Some things don’t have rationale, you do them because you WANT to do them.

Similarly, some other things don’t have rationale, you do them because you CAN do them. I will leave you with this depressing conclusion: there is no logic or rationale. Organizations pay salary after work has been done simply because – Because they can!

Opinion
Personally, I believe that if a person is contributing his or her time and energy and effort to a greater group (the organization), the person has more at stake than the organization. And if you see my thought process on each point above, I am obviously in favor of salary being paid before work is done.

 

What do you think? Is it time to change this practice, to establish a new order? Is it time for salary to be pre-paid?

 

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The whole is greater than the sum of its parts

Organizations and Leadership, Software Engineering, Software Industry, Thoughts, , , , , ,

This truism is applicable to all, whether it is an individual or a company. The various facets which confluence to make an entity great render to it a unique flavor, one that cannot be copied completely. The innovative practices at Mindfire Solutions contribute towards its uniqueness and differentiate it from its peers in the software industry. Here’s how.

My last blog was on the 2 minute innovation where I told you how Mindfire Solutions follows a unique project status communication practice which makes use of rich media to communicate the day’s progress to the client. In this blog you will get to know yet another innovative best practice followed at Mindfire Solutions. Ever heard of the term collective intelligence? No? Well, simply put, it means 2 is better than 1. Only, in our case 700 is better than 1. This is an approach aimed at solving individual queries by the combined knowledge of an organization.

We all know that the true value of an organization can be closely gauged from what lies between their employees’ ears. And Mindfire Solutions not only encourages its employees to broaden their horizons but also gives them the scope to make the best use of it by fostering a culture of sharing. As time passed, number of projects increased and Mindfire’s numbers and ranks swelled, realization dawned that although the collective knowledge of the organization was increasing linearly the individual knowledge was more or less limited to his own area of expertise. Owing to a demanding work scenario and paucity of time there was hardly any scope to learn more at an individual level. In an organization where knowledge is treated as the most important asset, productivity would get a quantum boost if there was some way in which the information about the knowledge and skills of an individual can be shared with another individual in need.

And then a unique knowledge management practice was developed in Mindfire Labs and christened as Fluid Expertise. Based on his need, a Mindfirean can use this system to search on the particular topic and then get the content results as well as the list of colleagues who can help. The database for this project consists of the user profiles of all the employees (which include their expertise, blog links, seminars conducted, articles, projects, team space etc.) as well as the articles, tips, case studies etc. contributed by them and available on the website. The search results will be displayed to the user in his browser in a 2 part sectioned format. While the upper half contains the people search results (in this case Mindfire’s in-house subject matter experts), the lower half contains the results from a Google customized search. The user can then choose to proceed according to his wish, i.e. contact the expert on a communication window or click on the pages as suggested by Google.

How the system works?

The system either crawls through the website or parses text/html, word documents and PDFs and considers the content for further processing. Again in order to match the query against the document the text in the document is indexed. The match can be done against the URL, title or the description/content of the page and when the user clicks on the URL the content will be displayed.   As is expected, a lot of inputs are required to find out the top ten subject matter experts on a particular topic. And because we have too many inputs it becomes imperative to decide which among these inputs are primary and which ones are secondary. The primary inputs help in choosing the top 10 people and thereafter, the primary and secondary inputs both are used to rank them. The secondary inputs don’t have a role to play until the top helpful persons have been selected. The decision as to what could constitute the primary and secondary factors are left to the system owner’s discretion.

Following are some of the factors that contribute greatly in people search listing:

1. Content:

Content has to be the most important factor to judge the level of an individual’s expertise. With the help of an open source indexing engine and a compatible server which helps add easy interfaces to add/update/query documents and pump more data, an expert’s contribution is closely gauged in his area of expertise.

2. Number of User clicks:

For a specific search the system will track which links has been clicked by which user and which expert has been contacted by which user. This knowledge will be useful for predicting the result for the user thereby providing personalized search experience.

3. Peer Endorsement:

In this case the system will take time to learn from user input and suggest right people and direct the user to the expert. To address this, there will be an offline input mechanism where employees should be able to specify who is an expert in which area. This will also form a part of the database.

4. User Feedback:

While designing the system we realized that there should be an offline data collection mechanism to know whether contacting a person helped, in short a feedback is sought. Initially the system gives a default people rank to everybody. After collecting inputs from various users the people rank increases or decreases accordingly.

5. Interconnections:

This factor varies from person to person. As the name suggests, these variables play a role to decide how easy it is for A to connect with B. This is determined based on the fact whether the 2 users belong to same team, same project, same center, same team space etc.

6. Previous search:

To get this data the system should be able to store old searches by users and match the current search against old search and find relevant experts to solve the query.

In order to get near accurate rankings of the resident experts at Mindfire Solutions these parameters are constantly monitored and at times subjected to minor changes to give an appropriate listing. And in this way we make use of information readily available to not only solve client issues but also increase our knowledge base on a particular topic by learning it from the guru himself.

These systems and processes at Mindfire Solutions make it robust inside out. And when a customer engages with Mindfire Solutions, although he would interact with a small team, he would definitely feel the depth of knowledge in his work which is largely due to the collective intelligence behind it. That is what contributes to making Mindfire Solutions an enviable organization to work with and work for. Who wouldn’t?

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The 2 Minute Innovation

Organizations and Leadership, Software Engineering, Software Industry, , , , , , , ,

And before you come to a seemingly easy conclusion, let me be very clear. I am definitely not talking about Nestle’s Maggi noodles which can be cooked in about just two minutes. So what could be the 2 minute innovation? Ever heard of 2MV (short for 2 minute video) as a daily reporting tool? Possibly NO! Allow me then to introduce you to the 2MV Habit that is religiously followed at Mindfire Solutions.

About the 2 Minute Innovation 2MV:

The 2MV Habit is a unique practice followed at Mindfire Solutions. This was exclusively designed to address problems that are typical to outsourcing/off-shoring/remote software development companies. The common problems pestering this industry are:

  • lack of visibility in true daily work progress,
  • absence of the human factor,
  • lack of synchronous communication owing to different time zones and
  • unavailability of rich communication possibilities (email and documents have their own limitations)

We call it the 2MV Habit because it is a daily practice wherein the developer records his daily progress in the form of 2 minute long videos that are actually screen-casts (videos of the screen) with the audio commentary by the developer. This could also include a little bit of code browsing as well.

So how does it differ from emails/documents?

The use of video/media differentiates 2MV from an email/document by creating software engineering artifacts that are rich in information. After some initial hiccups the developer realizes that while he can make a 2MV in 2 minutes, he would take around 5 minutes to draft an email/document. However, on the flip side, while the contents of an email/document can be scanned in a minimum 10 seconds time, it would actually take 2 minutes to go through a 2MV.

How the 2MV works?

Clients can log in to Mindfire Solutions’ cloud based project management system with the credentials that are provided to them at the time of on-boarding. Successful login takes the client to the 2MV home page wherein all recent activity is listed as a stream of events. One can then view the 2MVs by clicking on the 2MV icon which renders a flash / HTML5 player and plays the video on the homepage. Comments can be made from the event stream itself. There are also options in the account menu to change the email preferences on new 2MV upload, note addition, transcription addition and resetting of password etc.

2MV workflow

Benefits of using the 2MV Habit:

  • Giving demos daily helps the developer to view the work from the user’s perspective
  • The developers feels accountable to produce demonstrable work every day
  • The human voice renders a personal touch and helps forge better relationships in a remote team environment
  • It also helps the developers bond better with the software QA testing professionals bringing in better coordination between teams
  • Easier, faster and better daily status reporting
  • Instills a sense of ownership in the developer as the 2MV carries their personal signature
  • Rich knowledge base with visible gradual evolution of software and codebase
  • Any misunderstanding with respect to requirements or specs is detected at an early stage and fixed accordingly
  • Easier, faster and better transition to new team members whether in case of attrition or scaling up the existing team
  • Better insulation from human risks in team

A 2MV experience:

Let’s be honest. Everyone was not really enthusiastic when the 2MV was launched. As with just about anything that is new, there was some resistance to 2MV initially from one of the project teams. This was mainly because they were not comfortable recording the video (Ironically, they assumed it would take them more than 20 minutes to record a 2MV). Also they wanted to hang on to the traditional methods of email and online meetings with the client as they believed that they could email faster than record the day’s work in 2 minutes. Before panning it completely, they were coaxed to give it a try, one last time. And then the rest is history. The client loved this mode of communication and decided to use this method instead of emails and meetings. This helped them cut down time spent on meetings. Finding a time suitable for both the development team and the client was again a hindrance, but the 2MV helped get rid of it. The developer could record his day’s work before he left and the client could review it whenever/wherever he wanted to using any device (desktop/laptop/handheld). In this particular case (and as with most other cases), the client not only applauded Mindfire’s effort but also gave valuable feedback that we incorporated subsequently.

For a company that is ONLY into offshore small team software development, Mindfire Solutions offers its clients this unique status reporting tool that not only adds a personal touch but is also a rich repository of evolving project information. One of our clients commented that:

“We’d just like to say what a great idea the 2 minute video is in maintaining a good relationship between us and Mindfire. It is often difficult to build a personable relationship over such a distance but we feel this definitely helps! Seeing the developer’s computer screen brings things closer and enhances trust and support.”

Yet another client found 2MV to be an interesting concept and was of the opinion that:

“A 2-min video is best for more general info and UI demonstration.”

As for our developers, most of them appreciate Mindfire Solutions for this initiative as it has helped them better their communication skills. The fact that the client can add comment in the 2MV itself makes the communication very clear and less time consuming. One of them said, “I have also spotted some issues in my code while making the 2 MV at the EOD. So, it’s like testing the whole thing you have worked on before you leave for the day :)”

And when I asked another developer how the 2MV is a mutually beneficial initiative he said,

“It helps to make changes on the work from the beginning as client provides feedback on the work from the scratch level where as in text emails client sends changes/fixes only after seeing the complete task on stage and its sometime difficult for the client to visualize the work from text and provide feedback. Also it helps the client in decision making whether or not to continue/pause the current functionality and jump to some urgent fixes.”

As 2MV is increasingly becoming popular as a project status reporting tool, it would not come as a big surprise if clients begin to choose this as a preferred mode of communication over email and Skype. We surely live in interesting times!

(N.B. : Mindfire follows small team software development very seriously and there are many such practices at Mindfire Solutions. Watch this space for more innovative techniques/processes practiced at Mindfire Solution. We use technology to be efficient!)

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