The document discusses a new framework called the best-in-class (BIC) framework for achieving IT delivery excellence. The BIC framework focuses on both process improvements and measurable business outcomes. It also takes an end-to-end view of the IT value chain rather than focusing on individual silos. The key elements of the BIC framework include maturity levels, a hierarchy of performance indicators mapping to outcomes and value measurements, and an assessment methodology for continuous improvement.

1. Outcome-Focused IT Delivery:
The Next Step in the Continuous
Improvement Journey
As enterprise IT organizations adapt to a rapidly changing
technology and business landscape, they need to align
traditional “bottom-up” delivery assurance techniques and
maturity models with “top-down” business priorities to
enable innovation to blossom.
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2. Executive Summary
The era of “business as usual” IT delivery is over, putting IT
organizations once again at a crossroads. Several factors
are causing a rethink of the conventional notions of delivery
excellence, including unprecedented market uncertainties,
disruptive technologies (social media, mobility, analytics
and cloud, or the SMAC StackTM), the blurring of boundaries
between traditionally siloed IT functions and the emergence
of managed services.
Long characterized by its ability to provide incremental
productivity or quality gains by fine-tuning internal IT
processes, delivery excellence has often been measured with
IT-specific metrics, such as defect density, availability and
mean-time-to-resolution. But what do these fine-grained
metrics mean in complex IT operations, where multiple
business stakeholders, delivery partners and service providers
must be coordinated worldwide to deliver business value?
The mandate is clear: IT organizations serving today’s global
enterprises must embrace delivery excellence strategies that
cross organizational boundaries and that are focused on
measuring IT’s impact on prioritized business outcomes.
To achieve this result, we suggest that forward-looking IT
organizations adopt two basic guiding principles in their quest
for delivery excellence:
1. Ensure a well-rounded focus on both process and
outcome. Mature and robust processes drive efficient
and predictable service delivery, but a focus on business
outcomes ensures that continuous improvement efforts
deliver value to stakeholders.
2. Take an end-to-end view of the IT value chain
and elevate delivery excellence beyond IT silos or
stovepipes. Delivery excellence programs that do not
holistically address all aspects of IT system delivery,
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3. support and maintenance fail to deliver full value to
the business. Aligning disparate IT functions around a
shared concept of delivery excellence reveals new paths
for gaining big improvements in quality, cost reduction,
delivery speed and stakeholder satisfaction.
IT leaders across industries frequently report that their pursuit
of delivery excellence is stymied by the lack of contemporary
frameworks that holistically address the complexities of today’s
IT value chain, while at the same time mapping to measurable
business outcomes. To address this need, we have leveraged
our experience working with a broad mix of IT organizations
and maturity models (e.g., CMMi,1 ITIL,2 etc.) to develop our
own best-in-class, or BIC, framework. By combining top-down
and bottom-up assessment techniques with the realities of
complex, global, multisourced IT landscapes, we believe that IT
organizations can achieve breakthrough improvements in the
range of a 25% to 30% gain in cost, quality and speed, while
delivering a superior customer experience.
In the sections that follow, we explore our two guiding
principles in greater detail and outline the basic constructs
of the BIC framework. We conclude with a case study that
demonstrates how this new approach to delivery excellence
has driven breakthrough business value.
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4. Defining IT Delivery Excellence
Broadly speaking, we define “IT delivery excellence” as the set of continuous
improvement efforts designed to:
• Deliver products and services better, faster and cheaper.
• Provide greater stakeholder satisfaction at business/technology touchpoints.
• Enable sustainable competitive advantage for the business.
In our view, delivery excellence must provide well-rounded, transformational value
on a sustained basis that positively influences business outcomes.
The New Normal of IT Delivery Excellence
As enterprises across industries confront prolonged global economic uncertainty,
changing market dynamics and disruptive technology upheaval (e.g., the SMAC Stack),
IT organizations are increasingly being held to standards of delivery excellence that
are more demanding than ever. Over the past decades, the ability to deliver 5% to
10% gains in incremental year-on-year productivity has been considered a healthy
indicator of IT delivery excellence and a differentiator. But today, incremental gains
are considered table stakes; IT organizations are expected to proactively meet and
exceed such benchmarks just to keep the business competitive.
IT organizations are expected to optimize the
collaboration between IT functions, technology
platforms and sourcing partners to deliver more
with less — greater customer satisfaction, better
quality and faster time-to-market — while reducing
total cost of ownership, year-over-year.
Not only are the stakes changing, but the structure of enterprise IT itself is also in
the midst of a tremendous transformation that is reshaping expectations around
delivery excellence. The myriad changes include:
• System development and system operations/maintenance are approaching one
another and becoming more integrated as continuous integration and continuous
delivery gain traction.
• The role of quality assurance (QA) is changing from performing software testing
to providing business assurance.3
• Static
physical infrastructures are moving to virtualized environments, and
operations and infrastructure management disciplines are converging in the
cloud.
• Vertical “silos” or “stovepipes” that had built up between IT functions over many
decades are eroding; an “as-a-service” horizontal view of IT is emerging.
• Enterprises are engaging in more “multitower” initiatives in which success is
defined by the ability to harness diverse IT capabilities to deliver business value.
In these circumstances, it is no longer sufficient for IT organizations to demonstrate delivery excellence in silos. Increasingly, IT organizations are expected to
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5. optimize the collaboration between IT functions, technology platforms and sourcing
partners to deliver more with less — greater customer satisfaction, better quality
and faster time-to-market — while reducing total cost of ownership, year-over-year.
Guiding Principles for Delivery Excellence
As IT organizations attempt to negotiate the new normal, there is a growing realization that many of the traditional notions of delivery excellence are outmoded
and do not address current expectations. IT leaders preparing their organizations
to succeed in the new normal must ensure that their delivery excellence programs
adhere to the two guiding principles outlined below.
Guiding Principle # 1: Ensure a well-rounded focus on both process
improvement and business outcomes.
Arguably, the most important goal of any IT organization is to ensure that it delivers
outcomes that matter to business stakeholders. Despite this, “delivery assurance”
or “delivery excellence” programs continue to focus on IT-specific process improvements that may or may not tie back to business priorities. While robust processes
and controls are necessary aspects of predictable IT system delivery and continuous
improvement, an exclusively process-centric view of delivery excellence that is
divorced from the needs of the business/customer can lead to unintended consequences.
Consider the case of the customer communications management team at a leading
U.S. insurer. Tasked with improving the time-to-market of customer-facing content,
the IT delivery team invested a great deal of effort into improving the processes
used for the release and dispatch of information from the headquarters to the field
sales force. To the surprise of the team, the program resulted in only a marginal
improvement in the time-to-market of the content.
While robust processes and controls are necessary
aspects of predictable IT system delivery and
continuous improvement, an exclusively processcentric view of delivery excellence that is divorced
from the needs of the business/customer can lead
to unintended consequences.
By choosing to focus solely on streamlining the underlying processes, the team
did not question how the dispatched information was ultimately being used and
whether all of it was relevant. Only later, when the team challenged the value of
the information being delivered, was it able to eliminate significant redundancies
in the dispatched data. By shifting focus from simply speeding content delivery to
delivering the right content, IT was able to deliver real value to the business and
impact time-to-market in a meaningful way.
To meet today’s operational challenges, IT delivery excellence programs must
focus simultaneously on IT process improvements and business outcomes. Every
metric collected and every process documented should clearly map to one or more
business benefits.
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6. Guiding Principle # 2: Take an end-to-end view of the IT value chain and
elevate delivery excellence beyond IT silos or stovepipes.
Enterprise IT organizations have a long history of organizing themselves into siloed
technology groups or IT functions. As a result, it is not uncommon for enterprise IT
organizations to have completely separate delivery excellence programs for application development, system operations, testing, etc. By limiting the focus to within
the boundaries of specific IT groups, such programs typically end up leaking value
and delivering sub-optimal results.
Consider the case of an IT division at a U.S.-based financial services institution
that historically had two separate departments for new system development and
technical operations (with development rolling up to the chief technology officer
and operations to the chief operating officer). For decades, the development
and operations teams had lived in completely different worlds, interacting only
briefly during releases. The emergence of newer methodologies such as Agile and
DevOps4 revealed significant challenges with this siloed approach. (See our white
paper “DevOps Best Practices: Combining Coding with Collaboration” for more
insights.)
With both teams aligned around the same
goals, delivery timelines were accelerated
by 25% to 30%, and defects in production
deployment were reduced by 30% to 35%.
One unintended consequence was that the two departments were being measured,
rewarded and penalized on completely different criteria. While development was
incented to deliver significant new functionality as quickly as possible, operations
was encouraged to minimize instability and downtime. This lack of alignment
created significant friction and inefficiency in the build-to-deploy processes.
To streamline the build-to-deploy operations and promote better integration, the
organization decided to bring the two teams closer together. Importantly, a new
measure of performance — “time-to-value” — was introduced. Defined as the time
it takes for a customer to realize value from any work commissioned (i.e., the
time required to conceptualize, design, develop, test and deploy code, followed by
post-production fixes until the customer accepts the system), the time-to-value
measure brought about a radical shift in behavior. Development started working
more closely with operations to understand the nature of the production systems
that their applications would run on. The operations group, for its part, engaged
earlier in the development cycle to better understand what would be required for
successful deployment. With both teams aligned around the same goals, delivery
timelines were accelerated by 25% to 30%, and defects in production deployment
were reduced by 30% to 35%.
As this example illustrates, delivery excellence cannot be achieved if teams continue
to operate in silos. The pursuit of delivery excellence must look at the entire IT
value chain across functions. The endeavor must go beyond IT stovepipes and
barriers, integrate separate IT functions, optimize performance at the functional
touchpoint and focus on value delivery.
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7. A Holistic Framework to Drive Value-Based
Delivery Excellence
Many of the frameworks for IT delivery excellence in use today stem from the
classical SDLC engineering tradition and focus primarily on granular process
improvements in functional IT silos. While frameworks such as ITIL and models such
as CMMi are useful and help ensure consistent, repeatable process execution and
improvement, they do not fully address our two guiding principles.
In working with some of the world’s most sophisticated IT organizations, across a
wide range of industries, we have consistently heard the same message: Modern
delivery excellence programs need a new approach for continuously delivering
greater business value.
At this point, we will examine the essential elements for any delivery excellence
program developed for the modern enterprise. We will first provide an overview
of our own best-in-class (BIC) delivery excellence framework. BIC leverages many
well-established aspects of traditional IT/software maturity models, while incorporating new elements to holistically deliver positive business outcomes. We believe
BIC represents a new paradigm for transforming delivery excellence within large
corporate IT organizations.
A Framework for Delivery Excellence
The main elements of the BIC framework are a hierarchy of performance indicators
(outcomes, value measurements and metrics, and qualitative measures), benchmarked against the following:
• Four maturity levels (inception, functional, performing and best-in-class).
• A library of transformation themes linked to business outcomes.
• An assessment/continuous improvement methodology.
These framework elements are interdependent and are used to support three key
activities:
• Benchmarking an organization’s current performance.
• Identifying opportunities for improvement.
• Developing a roadmap to drive transformational change.
Figure 1, next page, provides an overview of the main elements of the BIC framework.
Salient Features of the BIC Framework
Features of the BIC framework include the following:
• A
hierarchy of performance indicators to ensure adequate focus on both
process and outcomes. The BIC framework has three levels of performance indicators: outcomes, value measurements and metrics/qualitative measures that
cover the entire IT value chain.
Outcomes are the highest level of the performance indicator pyramid. There are
four BIC outcomes, and each is focused on quantifying value to the business:
>> Customer satisfaction.
>> Quality.
>> Time-to-market.
>> Total cost of ownership.
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8. Best-in-Class Framework to Improve IT Delivery
Delivery Excellence Maturity Levels
Level 1
Inception
n
o
Level 2
l
Functional
o
Level 3
e
Performing
r
Level 4
e
Best-in-Class
e
s
Outcomes
Total Cost of
Ownership
Customer
Satisfaction
Quality
Customer
Alignment
Operational
Excellence
Throughput
Cost Efficiency
Innovation/
Ingenuity
Risk Mitigation
Industrialization
Cap-Ex/Op-Ex
Optimization
Time-to-Market
Value Measurements
Metrics/Qualitative Measures
Across IT Service Lines
Cross-Area Synergies
App Dev
App Value
Mgmt
Quality Engineering
& Assurance
IT Infra
Mgmt
Business
Process Services
1.
Assessment
5.
2.
Continuous
Improvement
Performance Transformation
Roadmap
Improvement
4.
3.
Implementation
Pre-Implementation
Definition
Figure 1
Every benefit achieved through a BIC delivery excellence program must ultimately
contribute to one of these four outcomes.
If outcomes quantify the business benefits expected, the value measurements
describe the contribution of specific improvement efforts for these outcomes.
We found the value measurement concept useful for categorizing the impact
of specific improvement opportunities/activities into logical groups (often to be
addressed together) and linking those improvements directly to the expected
business benefits (outcomes). IT leaders will often focus on delivering results
against value measurements, while business stakeholders will ultimately be most
interested in progress against the outcomes.
The BIC framework has eight value measurements (listed below by the outcomes
to which they are most closely aligned):
>> Customer satisfaction: Customer alignment and ingenuity/innovation.
>> Quality: Operational/delivery excellence and risk mitigation.
>> Time to market: Throughput and industrialization.
>> Total cost of ownership: Cost efficiency and Cap-Ex-/Op-Ex optimization.
The relationship between outcomes and value measurement is illustrated in
Figure 2, next page.
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9. Outcomes and Value Measurements
Four Fundamental Outcomes
Eight Key Value Measurements
Customer Satisfaction
Customer Alignment
Ingenuity/Innovation
Quality
Customer
Satisfaction
Quality
Time-toMarket
Total
Cost of
Ownership
Operational/Delivery Excellence
Risk Mitigation
Time-to-Market
Throughput
Industrialization
Total Cost of Ownership
Cost Efficiency
Cap-Ex/Op-Ex Optimization
Figure 2
Finally, it is in the metrics and qualitative measures (the lowest level of performance indicators in the hierarchy) that we find details on specific process areas.
Metrics and qualitative measures cover familiar IT metrics, such as defect density,
uptime, mean-time-to-issue-resolution, etc. Importantly, within our BIC framework,
we chose to link each metric and qualitative measure to the value measurement
category on which it had the greatest impact. Defect leakage, for example, would
link to operational/delivery excellence under the quality outcome.
Every model has its limitations, and any attempt at hierarchical categorization
invariably involves some sort of simplifying logic. In our framework, for example,
it is sometimes difficult to say whether a specific metric and qualitative measure
impacts one value measurement more than another. That said, we have found that
the three-tiered hierarchy of performance indicators defined in our BIC framework
is well-suited to balance the very different challenges of quantifying business
benefits and measuring fine-grained process improvements.
• Four
maturity levels for benchmarking against industry-leading levels of
performance. While we believe that the BIC framework’s hierarchical model of
performance indicators represents a powerful tool for building a comprehensive
view of IT delivery performance, it is of limited value without context. To provide
that context, and offer a quantitative measure of improvement opportunity, we
developed a four-tiered maturity model and applied it to the values captured at
each level of performance indicator.
The four maturity levels defined in BIC are (from lowest to highest):
>> Inception: Minimal IT performance and quality disciplines adopted.
>> Functional: Performance measured against service levels; focus on achieving efficiency improvements.
>> Performing: Performance proactively assessed for strengthening and creating competitive advantage.
>> Best-in-Class: Industry-leading performance; emphasis on continuous improvement through innovation.
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10. For metrics and qualitative measures, we found it useful to create a database
containing benchmarked threshold values for each of the four maturity levels.
These benchmarks are a combination of performance data collected across
thousands of client engagements, as well as available industry data. To ensure that
the BIC framework satisfies Guiding Principle 2 (i.e., it is holistic in its approach
to the IT value chain), our benchmarks cover both “common” IT metrics, as well
as metrics that are specific to various IT functions (e.g., QA, infrastructure, etc.).
For metrics and qualitative measures,
we found it useful to create a database
containing benchmarked threshold values
for each of the four maturity levels.
• A
library of transformation and improvement themes. In building our BIC
framework, one of the greatest challenges we faced was aggregating and aligning specific, granular process enhancements into outcome-focused improvement
plans in a way that would be repeatable. To achieve this goal, we created a library
of transformation and improvement themes.
Each theme in the library encapsulates some aspect of an IT process area that
can be improved upon to deliver business value. Each theme covers one or more
processes that can be measured and benchmarked using the BIC performance
indicators. We developed this library to serve two purposes:
1. To aggregate specific, cross-functional process improvement opportunities —
and their associated metrics and qualitative measures — into logical groups
that are categorized by the value measurements that they impact (which, in
turn, link directly to measurable business outcomes). This ensures that any
program that applies the BIC framework is using a common vocabulary and
set of measures when articulating its delivery improvement strategy and desired business outcomes.
2. To serve as a source of best practices, listing and detailing the specific measures that can be undertaken to achieve some form of delivery transformation/improvement in an enterprise IT organization. By sitting between the
fine-grained IT processes and high-level business outcomes, transformation
and improvement themes also serve as a bridge between bottom-up and topdown views of IT processes.
Transformation and improvement themes often cut across multiple value
measurements (and hence may impact multiple outcomes). As an example, one
transformation and improvement theme that we have identified in countless IT
organizations relates to test automation. End-to-end test automation coverage
and tools standardization is a theme that covers multiple aspects of an IT
organization (development, testing, build and release) and will ultimately drive
benefits around total cost of ownership, quality and time-to-market.
• A continuous performance improvement methodology that is both top-down
and bottom-up. A continuous performance improvement methodology lies at
the core of the BIC framework and helps create a cycle of sustained improvement. The methodology looks for improvement opportunities from two complementary vantage points:
1. A top-down, outcome-focused review is conducted to understand the business
priorities and how they map to the corporate IT strategy. Is there a mandate
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11. to cut costs? Speed time-to-market? Improve the end-customer experience?
Where does the organization achieve the greatest “bang-for-its-buck” from a
delivery excellence perspective? These inputs are used to organize, prioritize
and focus the improvement opportunities identified by the bottom-up review.
2. A bottom-up, process-centric review is performed to examine the “how” of
current IT operations and identify opportunities for improvement. The focus
is on performance across IT functions — and the touchpoints between them —
captured through established performance indicators.
The Promise: Delivering Unprecedented
Value to the Business
We believe that the BIC framework — or approaches that incorporate similar design
characteristics — can deliver significant business benefits well beyond the incremental gains associated with traditional IT delivery excellence programs (see Figure
3). As with any IT transformation program, success depends heavily on factors such
as current organizational maturity, readiness to accept change, executive sponsorship, sourcing and technology landscape and budget.
That said, and based on our experience of working with IT groups on best-in-class
delivery constructs, organizations that are able to control most of these factors
to their advantage can expect to realize a 20% to 25% improvement in customer
satisfaction, 25% to 30% superior quality, 20% to 25% faster time-to-market and
25% to 30% lower total cost of ownership over a two- to three-year time horizon.
Best-in-Class Benefits
Desired Outcome
Increased customer
satisfaction
Performance of Best-in-Class
Organizations vs. Median Peers
20% to 25%
better customer
satisfaction
Median
Performance
Best-in-Class
Performance
25% to 30%
superior quality
Improved quality
Median
Performance
Faster time-to-market
Reduced total cost of
ownership (TCO)
Best-in-Class
Performance
20% to 25%
faster time-to-market
Median
Performance
Best-in-Class
Performance
25% to 30%
reduced TCO
Median
Performance
Best-in-Class
Performance
Figure 3
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12. Quick Take
What Does “Best-in-Class” Look Like?
Since developing our framework, we have seen some
encouraging real-world results from clients with whom
we have partnered on the BIC journey to IT delivery
excellence. The following is how we helped a diversified
financial services client achieve breakthrough business
benefits by employing our BIC framework and adhering
closely to our guiding principles.
Business Challenge
The reconciliation function of a prominent line of
business in a credit card, rewards, travel and business
services company faced inordinately high operational costs, significant duplication of work and frequent
customer complaints. Its performance on key business
metrics such as transaction accuracy, cost per reconciliation, SLA adherence and reconciliation auto-match
rate was 15% to 20% lower than industry benchmarks.
Similarly, its performance on critical technology metrics,
such as application availability and break-fix turnaround
time, was also far lower than industry benchmarks.
Solution
A study was initiated using the BIC framework to identify
opportunities to improve the performance of the reconciliation function. As our team looked across the client’s
IT and business operations, we discovered significant
areas of disconnect. Despite the inherent similarities
that existed in skill sets, processes and technology,
different lines of business were running their reconciliation activities in independent silos. Over many years,
these independent silos had become almost impregnable
— so much so that each line of business had developed
its own ecosystem comprised of distinct processes and
systems. Furthermore, each line of business had independent, dedicated teams for development, operations,
testing, infrastructure and business process support.
Subsequent analysis revealed that moving the various
business lines to a single, consolidated reconciliation platform could cut costs by 20% to 30% through
improved automation (matching and allocation) and
greater standardization of practices and processes. This
would also improve reconciliation accuracy and productivity. An estimated 20% additional cost reduction could
be achieved if the separate teams performing reconciliation in the individual lines of business were merged into
a common horizontal utility.
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Finally, it was also revealed that consolidating reconciliation across lines of business would provide the requisite
scale to make transaction-based pricing more attractive
to customers than traditional headcount-based pricing.
Further, this action would enable external service
providers (looking to provide end-to-end reconciliation
services in a managed services model) to pass on significant synergy and cost benefits.
Benefits
Based on these findings, the client decided to consolidate
all of its reconciliation functions and move to a common
platform, supported by a global utility operating on a
transaction-based pricing model and run by an external
service provider. The early results: Total cost ownership
was ultimately reduced by 35% to 50% (see Figure 4).
Key Takeaways
This case study demonstrates how the BIC framework
employed both of our guiding principles. First, when
looking at the client’s challenge (in this case its reconciliation operations), BIC helped ensure that our assessment
was focused on the positive business outcomes that the
client sought to achieve, not just areas of fine-grained
process inefficiency (Guiding Principle 1). Second, in
assessing where the greatest benefits could be achieved,
we looked across functional IT boundaries and did not
limit our improvement plans based on traditional organizational silos (Guiding Principle 2).

13. Projected Reduction in TCO
Lever 3
Lever 2
Lever 1
Consolidation of
operations into a
horizontal utility
15%-20% reduction in
total cost of ownership
Standardization
of practices/
processes
Increased
automation
20%-30% reduction in
total cost of ownership
Figure 4
Looking Ahead
In the midst of continuing macro-economic turbulence, when it is all too easy to
fixate on short-term challenges, there is a real danger of losing sight of the deeper
trends reshaping IT. As IT grows in strategic importance to the business, and
emerges from the shadows of being a necessary cost center, new demands are
being placed on all aspects of IT delivery.
To stay ahead of the curve and emerge successfully, IT organizations must embrace
a holistic, outcomes-focused view of delivery excellence. Successful delivery
excellence programs need to exit the realm of IT/software engineering maturity
models and incorporate two guiding principles:
• Ensure
a well-rounded focus on both process improvement and business
outcomes.
• Take an end-to-end view of the IT value chain and elevate delivery excellence
beyond IT silos and stovepipes.
Our BIC delivery excellence framework can help IT organizations address these two
guiding principles and meet new business challenges. Our experience thus far with
the BIC framework has been encouraging. We believe that organizations employing
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14. the concepts outlined in this paper can achieve significant business benefits over a
sustained two- to three-year program:
• 20% to 25% improvement in customer satisfaction.
• 25% to 30% improvement in quality (i.e., reduction of defects).
• 20% to 25% faster time-to-market.
• 25% to 30% reduction in total cost of ownership.
Delivering big business outcomes is the new normal for enterprise IT organizations. Adopting a holistic delivery excellence program that is focused on delivering
business value, and that cuts across old organizational barriers, has become an
imperative that can no longer be ignored.
Footnotes
1
2
November 2013
Expectations of testing are changing, and there is a need to position testing as an
advisory service rather than limiting it to traditional QA/QC functions. For more
information, see “Transforming from Software Testing to Business Assurance,”
Cognizant Technology Solutions, 2012, https://speakerdeck.com/qaistc/transforming-from-software-testing-to-business-assurance.
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ITIL is a set of practices for IT service management that focuses on aligning IT
sevices with the needs of the business. For more information, see the ITIL Web site:
http://www.itil-officialsite.com.
3
14
CMMI is a process improvement program administered by Carnegie Mellon University.
See the CMMI Institute Web page for more information: http://cmmiinstitute.com/:
http://www.sei.cmu.edu/cmmi/.
DevOps is an umbrella concept that refers to anything that streamlines the interaction between development and operations. For more information, see “What is
DevOps,” dev2ops Web site, http://dev2ops.org/2010/02/what-is-devops/.

15. About the Authors
Philippe Dintrans is the Vice President and Practice Leader of Cognizant Business
Consulting’s North American Strategic Services Group. Philippe has led numerous
consulting engagements on business transformation, IT transformation and change
management for marquee clients at Cognizant. He holds a master’s of science
degree in engineering from the Massachusetts Institute of Technology (MIT) and
an MBA from INSEAD. He can be reached at Philippe.Dintrans@cognizant.com |
Linkedin: www.linkedin.com/pub/philippe-dintrans/0/259/179.
Josh Soldati is the Vice President and co-leader of Cognizant’s BIC initiative, helping
drive delivery transformation for clients. Josh has over 20 years of experience
in IT services, cutting across industries such as life sciences, financial services,
online services, commercial software, retail and high-tech. Josh holds a bachelor’s
of art degree from the Columbia University, New York. He can be reached at
Joshua.Soldati@cognizant.com | Linkedin: www.linkedin.com/profile/joshsoldati.
Ravishankar Ganesan is an Assistant Vice President in the Delivery Assurance
Group and a core member of Cognizant’s BIC team. He has extensive experience
in the field of quality, with implementation and assessment experience of quality
models/standards and methodologies — ISO 9001, CMMi, Six Sigma and Malcolm
Baldrige National Quality Award. He is a certified Black Belt and holds a bachelor’s
degree in engineering from Annamalai University, India. He can be reached at
Ravishankar.Ganesan@cognizant.com | http://in.linkedin.com/pub/ravishankarganesan/23/98/433..
Amit Anand is a Director with Cognizant Business Consulting’s Strategic Services
Group. He has 12-plus years of experience in successfully leading and managing
large IT performance and process improvement initiatives for various clients.
Amit holds a bachelor’s degree from the IIT Delhi and an M.B.A. from the Indian
School of Business, Hyderabad. He can be reached at Amit.Anand@cognizant.com |
Linkedin: www.linkedin.com/pub/amit-anand/15/54b/b53.
Joydeep Bhattacharyya is a Consulting Manager with Cognizant Business Consulting’s Strategic Services Group. He has seven-plus years of experience in
leading IT strategy, IT performance improvement and large-scale transformation initiatives. Joydeep holds an M.B.A. from the Indian Institute of Technology,
Kharagpur, India, and a bachelor’s degree in engineering from the University of
Kalyani, India. He can be reached at Joydeep.Bhattacharyya@cognizant.com |
Linkedin: www.linkedin.com/in/joydeepbhattacharyya24 | Google+: www.google.
com/+JoydeepBhattacharyya24.
OUTCOME-FOCUSED IT DELIVERY: THE NEXT STEP IN THE CONTINUOUS IMPROVEMENT JOURNEY
15

16. About Cognizant Business
Consulting
With over 3,600 consultants worldwide, Cognizant
Business Consulting (CBC) offers high-value
consulting services that improve business performance and operational productivity, lower
operational expenses and enhance overall performance. Clients draw upon our deep industry
expertise, program and change management
capabilities and analytical objectivity to help
improve business productivity, drive technologyenabled business transformation and increase
shareholder value. To learn more, please visit
http://www.cognizant.com/business-consulting or
email us at inquiry@cognizant.com.
About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of
information technology, consulting, and business
process outsourcing services, dedicated to helping
the world’s leading companies build stronger businesses. Headquartered in Teaneck, New Jersey
(U.S.), Cognizant combines a passion for client
satisfaction, technology innovation, deep industry
and business process expertise, and a global, collaborative workforce that embodies the future of
work. With over 50 delivery centers worldwide
and approximately 166,400 employees as of
September 30, 2013, Cognizant is a member of
the NASDAQ-100, the S&P 500, the Forbes Global
2000, and the Fortune 500 and is ranked among
the top performing and fastest growing companies
in the world. Visit us online at www.cognizant.com
or follow us on Twitter: Cognizant.
World Headquarters
500 Frank W. Burr Blvd.
Teaneck, NJ 07666 USA
Phone: +1 201 801 0233
Fax: +1 201 801 0243
Toll Free: +1 888 937 3277
inquiry@cognizant.com
European Headquarters
1 Kingdom Street
Paddington Central
London W2 6BD
Phone: +44 (0) 207 297 7600
Fax: +44 (0) 207 121 0102
infouk@cognizant.com
Continental Europe Headquarters
Zuidplein 54
1077 XV Amsterdam
The Netherlands
Phone: +31 20 524 7700
Fax: +31 20 524 7799
Infonl@cognizant.com
India Operations Headquarters
#5/535, Old Mahabalipuram Road
Okkiyam Pettai, Thoraipakkam
Chennai, 600 096 India
Phone: +91 (0) 44 4209 6000
Fax: +91 (0) 44 4209 6060
inquiryindia@cognizant.com
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electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is subject to
change without notice. All other trademarks mentioned herein are the property of their respective owners.