October

World Mental Health Day: how corporates are ensuring the mental wellbeing of their employees

On the occasion of World Mental Health Day, SocialStory spoke to corporates to understand how they are enabling employees to cope with mental health issues and maintain a healthy work-life balance.

Since the onset of the pandemic, IT services company CSS Corp has been mindful about the mental wellbeing of its employees and has been offering sessions and 24×7 counselling support. Launched in April this year, it is motivating employees through its exclusive CHEER framework — ‘C’ stands for Communicating with employees; ‘H’ for Highlighting their accomplishments; ‘E’ for Energising them; ‘E’ for Engaging with them; and ‘R’ for Recognising and Rewarding them. Additionally, it also has an employee assistance programme called the Turning Point — an initiative that focusses on mental health, providing employees with the necessary time and resources to counter problems and strengthen themselves.

“Through this programme, we have ensured that the lines of communication are constantly open so that people can easily have access to professional help, as and when required,” says Satyanarayanan Visvanathan, SVP, Head of HR (Global) and Corporate Quality. With constant feedback from its employees, CSS Corp has been trying to resolve the problems of remote working. “We believe that having a healthy work-life balance is crucial, especially in the current scenario when people are struggling to delineate between work and home. We aim to proactively neutralise burnout, anxiety, stress, and the problems that emerge from working virtually over an extended time,” he notes.

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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.”

 

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Leaders need to be in perpetual mode of listening, understanding & acting to tackle employees’ mental health challenges

In these difficult times when organisations are trying to balance the economic compulsions with employee safety and health, Dr Rahul Kalia, Medical Director, India International SOS, said, “The inability to focus on the emerging mental health and wellbeing challenges amongst the workforce will surely undermine the overall health of the workforce and hence of the organisation in time to come, if not already.”

As companies are working remotely with employees geographically distributed, experts opine there will be a need to increase employee engagement with a greater focus on psychological safety so that people adapt to the new way of working and be more open in admitting their mistakes, without fear.

Working from home full time can sometimes cause one to feel isolated and lonely, which can further cause psychological distress. Therefore, as specialists say, communicating with your co-workers and staying in touch with your colleagues and friends are extremely important to remain mentally fit during these uncertain times.

Need for leaders to listen to their employees’ concerns and problems

Satyanarayanan Visvanathan, SVP and Head of HR (Global) & Corporate Quality, CSS Corp, said organisations need to go the extra mile to support employees in these times of need and to counter the probable seclusion and loneliness that has emerged owing to the remote working conditions.

He said CSS Corp recently introduced a platform, called Turning Point, that allows its employees to directly speak to experts and mental health practitioners, and seek their help towards alleviating the rigours and stress that emerge from working in today’s new normal.

“The innate need for socializing and human contact drives and motivates people. The lack of it thereof can lead to alienation and a disturbed workforce,” Visvanathan said.

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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?

 

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Independent research firm names CSS Corp as ‘Strong Performer’ in customer analytics services

CSS Corp, a new-age IT services and technology support company has been recognized as a “strong performer” in The Forrester Wave

CSS Corp is strongest for customer support. CSS Corp excels in delivering state-of-the-art customer support solutions to its clients. And since artificial intelligence is quickly transforming the world of customer support, CSS Corp is making considerable investments in AI. Its Innovation Lab, an internal team consisting of 50 designers, programmers, and AI and natural language processing (NLP) experts, is tasked with designing next-generation AI platforms for its clients. Cognitive Customer Experience Platform, CSS Corp’s virtual assistant platform enabling voice and text interactions for customer service, is one of the lab’s most recent innovations,” said Brandon Purcell- Senior Analyst serving Customer Insights professionals at Forrester Research.

CSS Corp’s indigenous customer analytics platform, “Active Insights”, is an end-to-end solution with extensive data ingestion, analytics, and reporting capabilities. The platform is powered with AI capabilities and advanced statistical models that drive customer lifecycle management to understand customers’ intent, issues and proactively hit the target with the right recommendations and remediation.

Active Insights platform connects to multiple data sources including structured, unstructured, semi-structured, social media and sensor data. It analyzes and predicts data in real-time, high velocity, low latency, and batch processing modes. Active Insights offers intelligent insights about customer sentiments, buying behaviors and satisfaction scores that drive business success.

We are delighted at being recognized as a “Strong Performer” in Customer Analytics Services by Forrester. At CSS Corp, AI and Analytics are at the heart of our business strategy. We are trying to break the stereotypes in the services industry through the adoption of new age digital technologies that are complementary in nature. Our customer analytics services act as a catalyst for growth by enabling companies across industries to transform from traditional business models to new age service models and helps them identify new revenue streams,” said Manish Tandon, Chief Executive Officer, CSS Corp.

As businesses become more insights-driven, it becomes imperative for analytics vendors to deliver the real, measurable impact that makes a critical difference to clients’ businesses. We help companies simplify business processes, understand customer’s next best action and drive additional revenue. We provide insights into customer operations, propensities, and issues resulting in enhanced experience and new business opportunities. I believe that this recognition by Forrester marks yet another milestone in our journey towards becoming the partner of choice for global organizations,” added Sunil Mittal – EVP, Chief Sales, and Marketing Officer.

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CSS Corp Emerges as a Global Leader in ISG Provider Lens™ Contact Center – Customer Experience Services 2020 Report

CSS Corp, a new-age IT services and technology support company, today announced that it has been recognized as a Leader in the ISG Provider Lens™ Contact Center – Customer Experience Services Global 2020 report by Information Services Group (ISG), a leading global technology research and advisory firm.

The report by ISG underlines CSS Corp’s ability towards meeting the needs of enterprises for well-orchestrated intelligent automation capabilities to automate processes and to deliver higher productivity, reduced costs, improved data accuracy and enhanced customer experience. CSS Corp was named a Leader in the AI & Analytics quadrant of the report. It was also positioned as Product Challenger in the Digital Operations quadrant of the ISG Provider Lens™ Contact Center – Customer Experience Services US 2020 report.

The company has received this recognition for its comprehensive suite of services driven by solutions such as Digital Contact Center 2.0 (DCC 2.0) to drive transformation and OpsMAX framework to empower employees, and by exhibiting traits of partnership to seamlessly meet and address the needs of its clients. In addition, its differentiated outcome-based pricing model and expertise in delivering insights for customers has been adding value to its fast-growing portfolio of clients.

“Disruptive technologies and engagement models are accelerating the pace of digital transformation at contact centers as they re-imagine how they can ensure a smooth and frictionless customer experience. CSS Corp has constantly endeavoured to provide world-class end-to-end support, enabled by innovative technology solutions and business models. We are proud to be the leaders in this domain and aim to continue to maximise the value we deliver to our clients,” said Sunil Mittal, EVP, CSS Corp.

“CSS Corp has put AI and analytics to effective use across enterprise clients. The company has exhibited skin in the game with its differentiated pricing models and significant business outcomes that have enabled growth for clients,” said Namratha Dharshan, ISG Lead Analyst.

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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.

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CSS open to IPO or strategic buyer, says CEO Manish Tandon

We can either do an IPO or if there is interest from a strategic buyer giving us good valuation, we are okay with it,” said Manish Tandon, CEO, CSS Corp, a $140-million technology company owned by Swiss PE firm Partners Group, on the company’s growth plans for the next three years.

In 2013, Partners Group acquired a majority stake in CSS in a $270-million transaction, and now owns 92 percent stake; the rest is held by employees, Tandon told Business Line. CSS has around 5,500 employees globally with nearly 3,950 of them in India, he said.

All PE-owned firms need to have an exit path. Some PE invested companies go through an IPO or are acquired by strategic buyers or bought over by other PE firms. Each fund raises capital for a defined time frame. They work in the private market and need to exit because they need liquidity. CSS’ case will be either an IPO or sale to the strategic buyer, he said.

If revenue crosses $200 million (about ₹1,400 crore), CSS can do an IPO, which will be mostly in India or any other capital market that gives more value, he said. For fiscal ending March 2018, the company will end with revenue of around $155 million, said Tandon.

Tandon said the company is in talks to acquire a fairly large company compared to CSS and expects to announce the deal in February or March, he said without giving further information.

Tandon said when he joined CSS a year ago there was too much focus on technical support, which was a business that was getting commoditized and without any growth prospect. The company’s strength was working with top global technology companies, including Alcatel-Lucent and Unilever.

Bets on digital

The company decided to limit its focus on technology, media and telecom sectors, and on e-commerce and digital businesses of brick & mortar companies with the focus on end customers. “We have moved from a pure services company to a new age services company by creating a platform and ecosystem for new digital world. We expect demand for digital services to be there for next 15 years,” he said.

Tandon said for a client making Wi-Fi routers, CSS used to provide technical support for end customers but today offers premium support where CSS bears the cost and shares revenue with the client.

For example, if a customer of the router company calls, CSS checks if the customer is interested in buying technology support for the entire home. Based on this, CSS sells and services that plan for which it takes 80 percent revenue and gives the customer 20 percent. It is a profit for the router company, he said.

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CSS Corp Wins Gold at the 12th Annual 2020 Golden Bridge Business and Innovation Awards®

CSS Corp, a new-age IT services and technology support company, today announced that it has won the Gold Award at the 12th Annual 2020 Golden Bridge Business and Innovation Awards. The company won the award for driving ROI for clients through technology and business model innovation.

CSS Corp’s unique proposition of transforming business models for clients by offering innovative outcome-based and gain-sharing models has been instrumental in transforming front-office support and client facing infrastructure at organizations. The company has been focused on redefining the customer engagement landscape with cutting edge innovation and rendering tangible business value across client engagements.

CSS Corp’s Innovation Labs is the epicentre of cutting-edge solutions with a mandate to deliver a solid business ROI to clients. The company’s home-grown solutions like Contelli, an intelligent automation platform, harness new-age technologies to drive business initiatives at digital touchpoints, improve customer satisfaction and increase quality through intelligent business operations. Digital Contact Center 2.0 (DCC 2.0) is a platform that unifies end-user experience, operational efficiency, and engineer productivity, thus eliminating cost and human effort. DCC 2.0 improves customer experience and customer lifetime value at the point of customer interaction.

Speaking on the occasion, Manish Tandon, Chief Executive Officer, CSS Corp said “In today’s era of digital acceleration, organizations are looking beyond the traditional services approach to create performance and outcome-based models that feasibly integrate into existing systems. CSS Corp takes pride in being one of the leading companies that pushes boundaries towards accelerating innovation and seamlessly meets customer and business needs through our portfolio of technology-driven services. We are honoured to be the recipients of the Golden Bridge Awards consecutively for three years in a row, and we will endeavour to keep transforming and creating an impact across the industry.”

Judges from a broad spectrum of industry voices from around the world participated and their average scores determined the 2020 award winners. Winners will be celebrated and presented their awards during a virtual awards ceremony in December.

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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.”

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CSS Corp is now Movate

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