The ‘new generation’ of IT services – now that is a tagline we hear very often in various forums, within a company as well as external. It sure sounds flashy, and the phrase even gives us some kind of a self-assurance for the future, although a sizeable bunch of listeners don’t usually get the full implications of the term.
All right, I am not about to start a lecture on the origin of the term or what the real implications are for the business, but I want to drive a little bit of thought on certain aspects you are probably familiar with. ‘New generation’ does include new technology, new service lines and new standards for quality, but what is perhaps most significant is that there is a considerable amount of new people – new faces at the workplace.
With new faces on the workforce come new duties for the people behind each organization. The most obvious, of course, is to ensure that the new recruits are brought up to speed in terms of technical expertise. But the more important challenge is to make sure they are a perfect fit to the culture of the organization. This extends to how we deal with clients, how we manage external relations and how we project the image of the organization in the public eye.
A new employee – whether a fresher or a lateral hire – would have a set process in his mind. To modify the process according to the organization’s attitude, one would need to depend on precedent – a history of what was done in a similar situation. To open that door, there is only one key – Knowledge Management. Whether that knowledge comes from a veteran’s memory or a classified approved document, depends on the maturity of Knowledge Management in the organization.
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