Prioritizing Customer Success Is Key In The Subscription Economy

Sunil Mittal

EVP & Chief Sales and Marketing Officer at CSS Corp, responsible for driving business growth and providing strategic leadership.


The global marketplace has evolved in recent years, becoming more utility-based than ever before. The rise of the subscription economy has been one of the major developments to illustrate this change.

The subscription model, under which companies shift from selling products to selling services, has many advantages over traditional business models. While the trend was initiated by business-to-consumer (B2C) companies, the subscription-based model is now being adopted in earnest by many business-to-business (B2B) enterprises.


The Emergence Of The B2B Subscription Model

Simply put, the subscription model allows customers to pay periodically for the product functionality they need without having to buy products in full.

Today, with the rise of the on-demand economy, many business customers have come to expect anything as a service (XaaS). Subscriptions make it cost-effective and efficient for businesses to access resources without having to invest the capital to own them outright. It promotes agility and positions businesses to leverage the rapidly advancing world of technology.

Subscription models can be equally alluring to B2B services providers. By investing optimally, you can provide high-end products to your customers for a periodic subscription fee, ensuring consistent revenue and recovering investments steadily. Rather than chasing one-time sales, this model allows you to bring in a predictable, stable revenue in each billing period.


Read more

World Mental Health Day 2022: How India Inc is prioritizing their employees mental wellness

The pandemic propelled many organizations to recognize that mental well-being is critical to their employees overall well-being. As these needs evolve and re-define the future of work, its imperative that companies continue to focus on helping their people adapt and thrive in a disruptive environment – one in which mental resilience and self-care will take center-stage.

On World Mental Health Day, we asked the technology leaders on how companies should invest in their people’s holistic well-being, what do employees seek from their employers in a post-pandemic world and how are organizations creating and executing their mental wellness policies in more innovative ways.

Anish Philip, Chief People Officer at Movate (formerly CSS Corp)

“Technology at workplace and corporate culture are intertwined, and their impact on employee mental health and wellbeing continues to evolve. We are a digital technology and customer experience services company, and we understand the value EX and CX hold in today’s new normal. However, at Movate, pandemic or no pandemic, we have always been mindful of our employees’ mental wellbeing and have provided a healthy work-life experience. We believe in being compassionate and responsive to the needs of our 11K+ Movators and have extended our support to them and their kin dealing with mental health concerns. We follow the philosophy of FRIENTORSHIP – ‘Friendship + Mentorship + Leadership’ creating a pleasant working environment.

Mental health has a profound impact on all areas of everyone’s life and is vital for one’s overall wellbeing. At Movate, we believe in striking the right balance between technology and people and therefore, we follow the Hi-Tech, Hi-Touch approach. I firmly believe that, to address mental health issues like stress and anxiety, technology alone does not help as it cannot replicate the human touch and reassurance. To address these, we have launched several initiatives for the holistic wellbeing of our employees. We have Employee Assistance Programs (EAP) and various wellness initiatives that help us create effective workplace strategies for healthier, happier employees.

Keeping our people-first approach, powered with human-centered technology, we have around-the-clock (24/7) employee assistance that provides counseling and aid to employees; HR chatbots automate responses to their queries, leading to faster issue resolutions. Besides, we run digital detox/digital quarantine to enable employees to find the right balance amid their hectic schedules and conduct virtual mindfulness sessions for their mental wellbeing. We often advise our employees to stay away from any digital device every once in a while, and allow them to spend quality time with themselves and their loved ones.



CSS Corp wins the Gold Stevie® Award in 2019 International Business Awards®

CSS Corp, a new-age IT services and technology support company, today announced that it has won the Gold Stevie® Award in the “Best Technical Support Solution – Computer Services” category at the 16th Annual International Business Awards® 2019. CSS Corp was acknowledged for its Digital Customer Experience Suite which leverages emerging technologies to revolutionize complex enterprise technical support ecosystems. The awards will be presented to winners at a gala awards banquet at the ANDAZ Hotel am Belvedere, Vienna, Austria on 19 October.

CSS Corp’s Digital Customer Experience Suite enables it to provide a comprehensive set of services that offer a 3-pronged strategy to transform enterprise support – digitized end-user experience, automation-driven operational efficiency, and technology-amplified engineer productivity. The modules included in the platform are cognitive assistant, mobile-based support, process automation and integration, smart case analytics, and customer 360 workbenches. The platform leverages cognitive technologies like AI, intelligent automation, and advanced analytics to accelerate customer resolutions, reduce operation costs, optimize workflows and amplify employee performance. It empowers enterprises to simplify their complex technical support function by improving service outcomes, boosting efficiency, and reducing overheads.

Speaking on occasion, Manish Tandon, Chief Executive Officer, CSS Corp, said, “Modern technology ecosystems are complex, and so are their support needs. Enterprises need to use automation to optimize their support resources and deliver stellar customer experiences. As automation experts, CSS Corp is a frontrunner in building AI-enabled automated technical support solutions that solve customer problems swiftly while also amplifying the support agents. The efficiency gains from support automation have brought about tangible cost advantages to our customers while boosting CX.”

 “We are excited to be recognized once again by Stevie, for our suite of automated support solutions.  We will carry the momentum forward by continuously upgrading our offerings to drive better outcomes for our customers.”, he further added.

The IBA judges from across the world were highly impressed with the platform’s capabilities. One of the judges noted, “Perfect! You address not only the end-user but also the support engineer. In creating a seamless support experience, this is an absolute prerequisite.” “CSS Corp’s integrated intelligent enterprise solutions help various clients to simplify their digital transformation journey.”, another judge commented.

More than 4000 nominations from organizations of all sizes and in virtually every industry were evaluated in this year’s competition. Stevie Award winners were determined by the average scores of more than 250 executives worldwide who participated in the judging process from May through early August.


Read more

World Mental Health Day – How tech firms are ensuring employee wellbeing

World Mental Health Day allows organisations as well as individuals to come forward and speak about mental health, how one can look after it, and how important it is to take care of your mental health. We at TechGig thought to make it more endearing by bringing in advice from tech leaders across the IT industry. Let’s see what they have to say about the remarkable day.

When the pandemic hit globally, the most important concern of companies apart from physical health was the mental health of the employees. Every year, World Mental Health Day is celebrated on 10th October globally. The day is celebrated to raise awareness about mental health, its significance, and its importance.

World Mental Health Day allows organisations as well as individuals to come forward and speak about mental health, how one can look after it, and how important it is to take care of your mental health. We at TechGig thought to make it more endearing by bringing in advice from tech leaders across the IT industry. Let’s see what they have to say about the remarkable day.

Lakshmi C, Managing Director – Human Resources Lead, Accenture India, said “Health and wellbeing have emerged as one of the biggest priorities. At Accenture, we encourage our people to embrace their mental well-being with dignity and compassion. We enable this by creating awareness and advocacy to break the stigma around mental health. We also endeavor to create psychologically safe spaces where our people feel comfortable enough to say that ‘I’m not okay’, and reach out for help via the resources and support systems that we offer.”

Harshvendra Soin, Global Chief People Officer, and Head – Marketing, at Tech Mahindra said, “At Tech Mahindra, we believe in ‘Wellness before Business’ and have rolled out several #WellnessFirst initiatives to build a happier, healthier, and more productive workplace culture. We have in place an Employee Assistance Program to provide 24*7 counselling support with expert counsellors and coaches for emotional and mental health concerns; Emotional Wellness Self-Assessment Tools like Emotional Wellness Test for employees to assess their stress levels; AMIGO Program and People Care Manager Program to sensitise managers and build psychological safety at workplace, among others.”

Sankalp Saxena, SVP & Managing Director, India Operations, said, “At Nutanix, we shape our policies to best suit our team members’ well-being. Our Employee Assistance Program and Child Development Support Online Health Engagement Program are examples of how we help our employees. By providing flexible work hours and a hybrid work model, we also encourage our employees to find the right work-life balance. In addition, we offer wellness days on a quarterly basis so our team members can take time off to rejuvenate and recharge.”

Suzanne Kinner, Vice President, Human Resources at Blackhawk Network India, said, “At Blackhawk Network, we believe in the holistic well-being of our people and empower employees to blend health and wellness routines with their work schedules and activities. In our efforts to strengthen organizational trust and foster workforce resiliency, we continue to communicate frequently with our employees and create an environment where they feel comfortable about having open and honest conversations on any matter including topics of mental health.”

Anish Philip, Chief People Officer at Movate (formerly CSS Corp), said, “Technology at the workplace and corporate culture are intertwined, and their impact on employee mental health and wellbeing continues to evolve. At Movate, pandemic or no pandemic, we have always been mindful of our employee’s mental well-being and have provided a healthy work-life experience. We follow the philosophy of FRIENTORSHIP – ‘Friendship + Mentorship + Leadership’ creating a pleasant working environment.”

Pranali Save, Chief Human Resources Officer, Icertis, said, “The pandemic brought about numerous changes in the way businesses operate. This marks a shift from a reactive to a more active focus on employee wellness. At Icertis, we have developed a Four Rings of Responsibility framework that places a stronger emphasis on our employees’ and their families physical and mental well-being ahead of business responsibilities. This helps them to prioritise, in an order of – themselves, their families, community, and business.”

Sqn Ldr Dimple Rawat (Retd), Director – HR, Barco India, “At Barco, we prioritise the safety and well-being of our employees and strive to establish a healthy work culture, where people feel safe and cared for. On the occasion of World Mental Health Day, we plan to organise an interactive, knowledge-sharing session on a digital detox. The session will be an opportunity for employees to share their queries and challenges and enhance their mental well-being over the longer term.”

Rajalakshmi Sivanand, Head of People & Culture, Compass IDC, “At Compass, we approach employee interventions with curated projects like celebrating employee milestones, specialised medical counselling sessions, employee wellness sessions, virtual yoga, along with other initiatives that support and boost overall productivity and performance. These cultural interventions have been introduced in line with our ethos that focuses on building a technology-enabled conducive workplace where dreams are made.”

Agendra Kumar, Managing Director, Esri India, “At Esri India, we have built a people-centric culture, where trust and mutual respect are important pillars. As we prepare to celebrate World Mental Health Day, we have launched an internal campaign, ‘Your Well-Being Mantra’. The pandemic accentuated the need for holistic wellness at the workplace and with this initiative, we aim to promote a culture of open conversations and idea sharing. This, we believe, will help in creating a more collaborative and positive environment for our employees.”

Katarzyna Kern, Global head of HR, ANSR, said, “The pandemic may have ended but the shift to new ways of working is here to stay. To succeed in the post-pandemic work environment, organisations must make work an ‘additive’ to its people’s lives, by providing them with a sense of purpose, belonging, progress, and fulfilment. Employees who are well and happy perform significantly better, and studies show that this leads to a 6x return on wellness investments. When employees are allowed to complete tasks at times that best suit them, it creates more harmony than balance.”

Pankaj Sachdeva, Vice President, Data Science & Analytics, and Managing Director of India Innovation at Pitney Bowes said, “At Pitney Bowes, we believe that employees’ holistic well-being is essential for creating a resilient and motivated workforce. Our Employee Assistance Program (EAP), which combines both telephonic and face-to-face counselling, is designed to assist individuals in dealing with their personal or professional issues more effectively.”

Anjali Mahajan, Regional Vice President at Amdocs, said, “Supporting mental health in the workplace has become a priority for all employers now. At Amdocs, we are committed to fostering a healthy, respected, and successful work environment and establishing a sense of belonging for all our employees. We offer an Employee Assistance Program in various locations that provide employees with access to affordable and confidential personal support, including mental and emotional support, consulting for personal or work-related problems, and more.”



How Geographic Information System Can Transform The Utilities Industry

In the utility industry, assets form the core of all business activities. In order to maximize the ROI, the modern utility business needs a reliable system to manage tangible assets like technology infrastructure and heavy equipment, as well as intangibles such as energy and water. Tracking and managing infrastructure assets can be a considerable challenge for utility companies. Hence, working with a capable partner ensures you surmount these challenges. But first, let’s talk a little about GIS, its components and challenges.

As such, the valuable information from a Geographic Information System (GIS) is critical for utility companies to visualize scenarios, integrate data, create insightful maps and develop effective solutions to solve complex issues, quickly and efficiently.

Out of the three components of GIS that include data, hardware (computer systems), and software (GUI & DBMS), it is the data that is of utmost importance. An estimated 80% of all data generated is spatial in nature. By pooling data about utility assets such as water, gas, energy, and telecom with socioeconomic or user-consumption trends, utility companies can foster real-time and smarter decisions, as well as deliver personalized offerings. Moreover, the enhanced three-dimensional representation of data not only helps in comprehending the utility infrastructure much more efficiently but also expedites problem identification and resolution, ensuring timely maintenance and operational efficiency.

Why GIS can be your most advanced solution
As infrastructure ages, asset management such as repair, replacement, or rehabilitation of utility assets becomes more expensive. A proactive asset management program can stretch the useful life of utility systems while reducing operating costs.

Through GIS, an enterprise can visually monitor layered datasets in multiple dimensions, constituting land features, assets, networks, and high-velocity sensor data streams. Every new layer of asset data translates to more opportunities for an in-depth analysis, higher accuracy, and simplified management. Moreover, GIS mapping also ensures improved accessibility and interoperability across different platforms. The system enables seamless consistency in data across multiple devices, providing improved collaboration and communication between on-field teams.

Implementation Challenges
These inaccuracies in the spatial-position data can percolate to the digitizing process, creating a ‘digital variant’ of the inaccurate physical system; however, by enforcing a set of critical measures, enterprises can ensure the corresponding digital system is a ‘duplicate’ that is free of inaccuracies and not merely a faulty variant.
For a utility company, hiring an expert partner or service provider with a strong reputation in asset management can help in measuring the reliability of its data, as well as keeping its maintenance history up-to-date. The partner’s expertise can also be utilized to minimize the expenditure on construction and maintenance, and achieve new quality benchmarks in data capturing and cleansing.

Advantages of hiring an expert partner
A specialized partner can ensure reduced downtimes caused by asset breakdown through proactive maintenance that includes quick identification and resolution of complex issues. The utility company can also get access to the advanced processes such as real-time analytical insights of high-velocity data streams, which can maximize the capabilities of its GIS. Additionally, the professional support on crucial functionalities offered by a partner including data conversion and migration, conflation and accuracy improvement, as well as data curation and validation, can be a massive advantage.

How to choose the right partner
Utility companies should analyze the partner’s expertise to develop a customized GIS strategy based on a critical assessment of their unique business requirements. Subsequently, they can also check for the capabilities required for optimizing the asset management using GIS, such as streamlining field data collection, organizing networks, and optimizing maintenance programs.


Read more

Why And How To Utilize Gig-Enabled Customer Support

Vivian Gomes, Chief Marketing Officer at Movate.

The future of work arrived yesterday.

Even before the global pandemic disrupted set models of work, work as we know it had been quietly shifting. And nothing has highlighted that shift more than the rapid emergence of the gig economy.

The gig economy is not new. It has been here for a while—longer than you may imagine—because the word “gig” was first coined by jazz musicians back in the early 1900s. But the modern gig economy really took off with the growth of internet-backed platforms that facilitated easy access to gig work. Being hyper-connected with the growth of social networks has fueled new technology-enabled ways of working. And the key word for me is “technology.”

Gartner predicts that gig work will make up about 35% to 40% of the workforce by 2025.

So, while gig work is not new, what has changed is that technology-enabled organizations are now using gig platforms at scale to reach a large talent base across the globe. Now, many organizations are focusing on building a maximally adaptive workforce: one that is flexible and agile. As the chief marketing officer at a company that provides on-demand workforce augmentation, I saw many companies and departments in the CX space embrace the gig workforce during the pandemic when the limitations of a traditional contact center environment were brought to the fore. I believe gig support models have gained popularity for their flexibility and scalability.

Yet, traditional gig support models present certain challenges of their own.

Businesses have to significantly invest in training their gig workforce to meet their quality standards. But that training is often limited to providing competence in handling their customers well, not necessarily creating experts who know their business products or services. The result is sometimes poor CX.

Add to this the challenges of availability, the onboarding of gig talent, and IT security concerns, and the traditional gig support model begins to creak at the hinges.

Rebuilding The Gig Customer Experience Ecosystem

As we go forward, I believe organizations will realize more and more that gig engagements shouldn’t be random: They should be part of the long-term strategy and be cohesive, agile and integrated. I am talking about rebuilding the entire gig customer experience ecosystem—one that has the flexibility to manage surges in demand, achieves tangible cost savings, ensures enterprise privacy and security, is agile in deployment, and offers a deeper and more empathetic experience to customers.

And one of the ways we can do that is by creating a gig-enabled support model that complements full-time agents with gig experts (people with domain and product experience) while leveraging technology solutions that drive higher efficiency and automation through the resolution process. When you do this, the possibilities are immense. Think of the gaming industry, for example. I’ve found that gaming is often affected by disruptions in demand, especially during the holiday season, which causes a surge in customer requests. To manage these surges and fluctuations, companies should develop an on-demand, gig-enabled support model that not only scales up and down effortlessly but also delivers empathetic customer support along with traditional support.

The model should bring gig experts’ native skills and real-life knowledge of the product to the problem the customer is facing. Gig experts should not just be skilled workers but also the actual product or service end users. With this model, companies could drastically reduce their training requirements.

The gig-enabled support model can not only transform the customer experience but also enable organizations to bring down their operating costs by leveraging a pay-per-resolution approach. The idea is to create a consumption-based model for the organizations and charge them only for resolutions.

Impressive as those potential benefits are, there’s more. I have also always believed in building a personal level of service. People connect to the experience a brand offers, and they connect to its humanity. An on-demand, gig-enabled support model could provide exactly that personalized human connection because it provides a struggling customer with contextual and relevant advice.

Building A Successful On-Demand Support System

To start off, clearly map out the processes against the resource type for efficient routing. Gig-based peer experts are best for product-specific queries. Account-specific requests that require access to the CRM can go to traditional support teams. As your gig ecosystem matures, the balance may shift from traditional to on-demand support.

Where you source your gig talent from can sometimes be a deal breaker for your support quality. Though there are several gig portals available today, they do not necessarily all do thorough background checks that can ensure you work with high-quality talent. You can leverage your product alpha users or community forums to source gig peer experts. It is easy to identify such product practitioners through digital channels, and they can be quickly assessed at the hiring stage to ensure faster onboarding of skilled gig talent with minimal or no training. Also, you can incentivize your gig workforce to perform well. For instance, you could provide workers with high CSAT scores and peer reviews with financial rewards.

I believe another key to success is technology. Consider how you can leverage automation in processes like onboarding, QA and payments to help you integrate your gig workers into traditional models. Think about how to use technology to make it easier to blend the gig ecosystem with traditional delivery models to achieve the stability of the traditional model with the scalability of gig.

Convert Your Best Customers Into Brand Ambassadors

It’s the human connection that drives me to believe that this is not just the future of work but the tomorrow of customer experience. When you use your best customers to provide support to other customers and deliver exceptional service, you are also building brand ambassadors.

Traditionally, customer service has always been seen as a cost center. But with this model, I think it’s time to see customer service as a value-adding center. The time is ripe for faster adoption of empathetic, expert-driven gig support. Are you tapping into it?



Indian IT companies’ headcount remains volatile amid COVID-19 pandemic

It’s hard to see a pattern in the hiring and firing, with some IT majors holding on to staff and others shedding underperformers and not replacing them

Mass layoffs in the IT sector have been happening for the past few years but now – blame it on the pandemic – it seems to be accelerating. An uncertain business environment, lack of projects and investments, and non-performers are the contributing factors. Many IT firms have been hinting at mass layoffs, leaving employees in fear of when it will be their turn to leave.

Most likely to receive a dismissal notice are employees on the bench. These employees are not allocated to any projects and are a resource backup in case a new project comes along. They are considered to be ‘non-billable’ resources, as their cost is not billed to any clients, making them the most vulnerable to layoffs.

Here’s an overview of how IT companies operating in India are looking at layoffs and hirings.

India’s highest paying tech jobs and the skills that rake in the big bucks
Involuntary attrition
Cognizant Technology Solutions’ April-June financial report shows around 9,000 employees were laid off during the quarter, more than chose to leave the company voluntarily. Around 68 percent of Cognizant’s workforce are based in India.

Cognizant didn’t blame the lay-offs on the coronavirus though, saying that the headcount reduction was part of its “Fit for Growth” program, announced last October, which aims to reskill, reassign or remove underperformers. This will see the removal of 10,000 to 20,000 mid-to-senior level associates from their current roles, with half of them reassigned internally and the remaining employees eventually terminated.

There have also been departures at the top at Cognizant: Ramkumar Ramamoorthy, chairman and managing director of Cognizant India, and Pradeep Shilige, global delivery head, have left with no replacement named, while Chief Financial Officer Karen McLoughlin will be replaced by Jan Siegmund.

IBM too has resorted to layoffs to reshape its business amid the pandemic. It plans to fire 2,000 employees globally over non-performance, a few hundred of them in India where around 33 percent of IBM’s global workforce of 350,000 are based.

Wipro has not laid off any employees as a result of the pandemic, nor it will lay off anyone in the near future, Chairman Rishab Premji assured attendees at Wipro’s annual general meeting. Wipro’s employee attrition rate was 13 percent for the 12 months to end June, the lowest it has reported in at least 20 quarters. However, it is not replacing all staff that leave: in the April-June quarter its headcount dropped 1,082 to 181,804, after dropping 4,432 in the previous quarter.

While there have been economic headwinds across the industry, CSS Corp has been able to weather the storm with its vertical-focused strategy. “We onboarded over 1,200 new employees in the April quarter when the pandemic was at its most disruptive level. We continue to hire in Q2 and our hiring outlook remains stable in the coming months,” said Sunil Mittal, EVP at CSS, referring to the company’s second fiscal quarter, from July to September. “As part of our learning and development plan, we are continuing to roll out upskilling and re-skilling initiatives across the organization, especially towards digital technologies,” he said.

Indian IT services company TCS has also said it will not cut any jobs as a result of COVID-19. TCS saw the onboarding of 12,000 fresh graduates in the April-June quarter, with 18,000 expected to join in the June-September quarter. TCL reported an attrition rate of 11.1 percent in its IT Services business for the twelve months to the end of June, lower than its rivals.

Read More

Here is how HR leaders are managing their emails

It is a known and obvious fact that emails are an inevitable part of communication at work, especially in white collar jobs. But have you ever calculated the time you spend on an average on emails? A study by Adobe says that an average person spends as much as three hours a day managing their work email. When compared to the total work hours, three hours is not a small number!

Sometimes clearing all emails and achieving ‘inbox zero,’ is a kind of mental relief. But considering the incessant flow of messages these days, is spending that much time on emails really fruitful? It is understandable that not every email benefits the work. Wisely managing insignificant mails that drain one’s workflow and attention span matters, as it can in the long run affect one’s productivity to do other value driven tasks.

According to a study by the University of California Irvine, it takes workers almost 24 minutes to get back to their previous level of focus when faced with an interruption. So, every time you interrupt your work to check your email, it takes you nearly 30 minutes to get back in the groove and back to your original level of productivity, attention and focus.

In this context, ETHRWorld interacted with HR leaders to know how they manage their emails and understand what are the ‘dos and don’ts’ practices they follow to effectively manage the time and productivity.


Average time spent on emails

 Jharna Thammaiah K, Director – HR, Intuit India, says she checks mails at regular intervals throughout the day, even in her meetings. Though she hasn’t calculated the average time she spends on emails, it differs from day to day, depending on the type of work week, meetings and travel schedule.

Punitha Anthony, Senior Director – HR, Movate, spends around 2 to 3 hours on emails. Checking and clearing emails is the first thing she does in the morning when the work starts. Anthony says that this helps her to prioritise matters that need immediate attention. She also does the same thing at the end of the day to ensure that nothing is pending.

Even Amrit Jaidka Arora, CHRO, Digit Insurance, starts her day by checking emails, as this helps her to set an agenda for the day. “I keep a tab of my mails every 30 minutes to ensure prompt replies and spend about five minutes each time. So, roughly around 1-2 hours are spent on reading mails,” she says.


Will emails drain productivity?

 Anthony of Movate says, “Though emails are the most effective way for communicating important information, giving praise, sharing positive news or documenting the details for future reference, we often tend to get so absorbed with emails that we lose focus on the personal connect needed.”

According to Anthony, personal conversations, connecting with employees, picking up the phone and speaking to them directly often work better, faster and have a greater impact.

Arora of Digit Insurance shares that they, as a company, take pride in the quick turnaround times for their customers. Hence, it is imperative for them to ensure that the same trickles down to all employees too.

“You have to ensure there are no unnecessary delays, especially in cases where teams are awaiting final sign offs. One needs to manage time efficiently and make it a part of the routine. That way, one won’t spend a lot of time on emails and can ensure productivity doesn’t get affected,” Arora points out.

Thammaiah of Intuit is of the opinion that if emails are managed with discretion and the right balance, it helps in improving productivity and enables positive collaboration. At Intuit, they deploy many collaboration tools for varied functions.

With everyone experiencing meeting overload and exhaustion, Intuit is gravitating towards asynchronous ways of sharing information, enabling collaboration and decision making wherever possible to support employee wellbeing.

Thammaiah says in that sense, emails do come handy and help productivity without adding the pressures of excessive meetings, even if it is only used for the first or last mile of any collaborative assignment.

However, she adds that there are certainly some productivity challenges that come with emails being used without discretion, especially when one feels compelled and stressed to constantly stay on top of ‘all emails’.


How do HR leaders prioritise emails?

 Anthony of Movate sorts out her emails on two parameters, such as urgency and importance. She creates a mental 2X2 matrix and categories her emails based on these.

Urgent emails are responded first, followed by the important ones, which necessarily has a time allotted.

As an HR leader, employee grievances are the top listed emails which Anthony responds to instantly. And, similarly, emails from the leadership team are something she keeps on the radar.

Arora of Digit Insurance has set certain rules in Outlook to categorise mails into different labelled folders. For example, anything to do with skip-level discussions, car lease, ESAR etc are automatically tagged to a different folder.

Thammaiah of Intuit says that prioritising emails is still an area of improvement for her. “I have a long way to go in getting better. Currently, I try to scan through my emails first thing in the morning. So that I am mentally aware of what came from the previous night and if anything is still pending in my inbox,” she says.

Thammaiah then colour codes them to be able to differentiate her mails based on priority and importance like mails that can be addressed later, ones that need an immediate response, work that requires deeper research, etc.

She tries to get the emails that need further delegation or quick responses out of her way by acting on them immediately so that she does not become a blocker to any further action needed.

“Something that also helps me is deleting emails that are clutter or move out mails that I have already acted on to the respective folders so that my primary inbox only has emails that need action from me,” she says.


CSS Corp positioned as a leader across all four market segments in NelsonHall’s NEAT vendor evaluation for CX Services in telecom and media

Bengaluru (Karnataka) [India], Aug 10 (ANI/BusinessWire India): CSS Corp, a new-age IT services and technology support company, today announced that it has been recognized as a leader across all four market segments in NelsonHall’s NEAT vendor evaluation for CX services in telecom and media sector.

The report critically evaluated the performance of 17 global customer experience (CX) service providers, against a structured two-axis dynamic model on their ability to meet future client requirements and deliver immediate benefits.

CSS Corp’s offerings are built on five essential pillars of customer support, i.e. end-user experience, agent experience, systems, CX analytics, and process automation. The company provides best-in-class services, leveraging their home-grown Digital Contact Center 2.0 suite of solutions with integrated modules like augmented reality based CXM, mobile assistant, cognitive chatbot, self-service, knowledge base management, smart routing, sentiment analytics, agent 360 and team lead dashboards and over 100 cognitive and RPA-based processes.

These factors make their offerings highly dynamic, adaptable, and customizable; hence fit seamlessly into any customer environment, resulting into desired business outcomes.

NelsonHall’s report recognizes CSS Corp’s technology capability in integrating their platforms to the customer environments by harnessing the power of disruptive technologies that maximize customer experience and accelerate digital transformation.

“There is an increasing need for organizations to provide seamless customer experience and support while mitigating risks and demands. Over the last couple of years, our innovative value propositions in the Hi-Tech CXM arena have enabled clients to embrace the power of technology-led and outcome-focused services and drive CX transformation. We are proud to emerge as the chosen partners for our clients in their journeys to provide simplicity, consistency, and customer-centricity at every touchpoint. NelsonHall’s leadership recognition corroborates our proficiency in delivering powerful combinations of our indigenous digital solutions and managed services to provide customized offerings to our customers,” said Manish Tandon, Chief Executive Officer, CSS Corp, while speaking on the recognition.

“Digital technologies have disrupted the current CX landscape and clients now look for a partner to help utilize them efficiently. CSS Corp is leveraging transformational CX capabilities across the telecom and media segment. The company’s approach towards delivering mature and differentiated commercial models to support digital transformation with a portfolio of outcome-based contracts is the foundation to build next-level CX,” said Ivan Kotzev, CX Services Lead Analyst at NelsonHall.

This NelsonHall Vendor Evaluation & Assessment Tool (NEAT) analyzes the performance of vendors offering CX services. The NEAT tool allows strategic sourcing managers to assess the capability of vendors across a range of criteria and business situations and identify the best performing vendors overall, and with a specific focus on CX improvement, revenue generation and cost optimization.

Read More

How businesses aim to leverage disruptive technology to get the most out of their digital investments in 2023

Rahul Joshi, CTO at Movate (earlier CSS Corp)

“There’s no doubt that cloud computing has revolutionized the way businesses operate. From making it possible for employees to work remotely, allowing flexible hours, to making business communication and collaboration a lot easier, while also amplifying the company’s growth by modernizing operations and expanding IT capabilities – cloud computing has given us all!

  • Investment in cloud security and resilience: The industry will keep spending on cyber security and building resilience against everything from data loss to the impact of a pandemic on global business in the coming years. At Movate, we have made investments in our Contelli platform which offers great cloud security and resilience. Our solutions combined with industry leading solutions gives a greater real-time detection and prevention of known and unknown threats.
  • Multi-cloud to become popular strategy: In 2023, most businesses will start leveraging the advantages of diversifying their services to different cloud providers taking a multi-cloud approach. This approach offers several benefits, including improved flexibility and security with no vendor lock-in.
  • Low-code and no-code cloud services: We can expect continued innovation in the field of hyper-scale cloud services. Low-code and no-code solutions are becoming available for building AI-powered applications for companies wanting to leverage AI/ML without getting into the complex coding job. Many of these services are provided via the cloud, i.e., people can access them “as-a-service” This trend will pick up in the upcoming years. At Movate, we have built our Analytics and BI platform on top of LCNC platform. This has helped us to reduce our GTM over ~60%. This also enabled our business users to develop the dashboards on their own through DIY model.
  • Leveraging the efficiency of the cloud to meet sustainability goals: Today, sustainability is the most critical criterion in IT buying decisions. Organizations will continue to shift towards sustainable efficiencies by leveraging software and cloud-based infrastructures.
  • Innovation and consolidation in cloud gaming: We all enjoy binge-watching and listening to music. Thanks to the cloud that has brought us streaming services like Netflix, Spotify, etc., revolutionizing the way we consume content today. Although, streaming video gaming is taking a little longer to gain a foothold as it requires higher bandwidth than music or videos. With the ongoing rollout of 5G and other ultra-fast networking technologies, 2023 could be the year cloud gaming will impact. 

 Developments in AI/ML in 2023

Out of all the technologies that have been introduced into the mainstream over the last few years, AI has proven to be one of the biggest buzzwords in the IT industry. Every year new use cases are being discovered and are becoming feasible with advances in AI and efficient hardware. Here are a few examples that can help companies to be more efficient in leveraging AI:

  • Advanced Cybersecurity: AI and ML can be used to enforce best cybersecurity practices, reduce attack surfaces, and track malicious activity proactively. More and more companies will start to invest in building AI systems that can analyze large volumes of data, including malicious code, malware, and code anomalies, to help cybersecurity teams identify potential threats. At Movate, we are leveraging AI to fight AI-powered cyber-attacks, where AI and ML-based algorithms adapt to new threats faster than humans, as they can quickly spot the similarities between the new generation of malware and cyberattacks and others.
  • Efficiency in IT Operations: As machine data explodes, businesses are in a race to find value in their data and stay competitive. However, metadata initiatives are failing, and data discovery and retrieval is becoming challenging. This paves the way for the Growth of AI-as-a-Service. The emergence of the industrial internet and the integration of complex physical machines with networked sensors and software have forced these two areas to work together to improve resiliency, availability, and cybersecurity. Observability and controllability are areas of focus as organizations leverage AIOPs and data initiatives to make enhanced correlation with increased adoption of SRE, DevOps, APM and other technologies.
  • Customer Service Excellence: I believe AI can help provide personalized customer serviceby leveraging the data pertaining to demographics, past interactions, choice of channels, improved self-service, and enhanced search capabilities. Interestingly, we are seeing rapid adoption of voice bots/self-service, which leverage conversational AI, NLP, and deep learning capabilities not just for informational use cases but for complex self-service use cases, including interactions with multiple systems. Additionally, AI helps reduce customer effort by providing excellent search and next-best actions based on historical transactions.”


CSS Corp is now Movate

Submit Enquiry
close slider