Mu Sigma Organization Design Essay Example

a higher level, there are managers with 5 associate managers under them, creating a total of 25 members. The shorter hierarchy ensures collaborative and decentralized decision making, allowing employees to directly meet Dramatically if needed. Um Sigma follows a decentralized structure where decision-making is delegated to lower organizational levels rather than resting solely at the top level.

The teams have the option to make decisions either individually or with the guidance of team leaders. The level of formal education and training of the employees is referred to as professionalism. In the case of Um sigma, there is a high degree of professionalism. The main requirements for hiring employees are as follows: necessary traits, description, learning over knowing, and agility.

The text discusses the requirements for coping with continuous transformation and the potential for synergy in an ecosystem of talent, capabilities, processes, customers, and partners. It emphasizes the need for multi-disciplinary talent with skills in math, business, technology, and behavioral sciences. The importance of innovation in problem-solving is highlighted, as well as the goal of cost effectiveness and sustainability. In India, engineers from top tier colleges and master of stats professionals are recruited at the entry level and given the designation of Trainee Decision Scientist. The designation hierarchy in India includes Trainee Decision Scientist, Senior Business Analyst, Associate Manager, Manager, Senior Manager, Delivery Lead, Director, UP, and leading to CEO. In the US, the designation hierarchy is slightly different due to differences in skills and expertise among analytics job applicants who are mostly postgraduates and experienced.

Musings utilizes organizational technology to convert industry data into valuable decision-making information for its clients. This is achieved through the

use of Data Engineering, Data Sciences, and Decision Sciences techniques. Musings takes advantage of advanced information systems and the Internet to carry out its tasks. In terms of its environment, Musings directly interacts with the industrial sector (pharmacy, health retail), the human resource sector (employees), and the market sector (customers, clients).

Using advanced modeling techniques such as predictive and statistical modeling, we can improve data accuracy. Additionally, visualizing the insights and reports through creating advanced dashboards and attractive business insights frameworks makes it easier to understand the information. We also generate consumer sentiment insights from social media data and create fail-proof frameworks for acquiring and analyzing big data.

The team environment is typically energetic, impulsive, and dynamic due to the majority of the workforce being students in their first jobs. The Saba's are only slightly older than the Bags, which facilitates coordination, knowledge transfer, and communication among peers. At the team level, everyone reports to the lead, who may be a SABA or BAA depending on the team's composition. At the account level, all employees report to the Manager. This nearly flat hierarchy at the team level encourages seamless communication among peers, leading to a reduction in work conflicts.

The organization has a high level of coordination among its different departments, including IT operations, Finance operations, HR operations, Delivery, and Research operations. The delivery team, responsible for most of the organization's work, can easily resolve issues and receive input from other departments. All departments are easily accessible, ensuring transparency for all employees. Um-Sigma aims to be the global leader in analytics consulting and a fascinating and learning organization by utilizing its employees' mathematical and analytical

problem-solving skills. With the growing focus on analytics worldwide, Um-Sigma sees this as a tremendous opportunity but also faces competition from existing IT services companies and captive units of Mans who are entering the analytics space. For example, a US-based Fortune 100 bank, previously an Um-Sigma client outsourcing its analytics work, has now established its own in-house analytics unit. As a result, Um-Sigma must also ensure resource availability to overcome this challenge.Sometimes, the need to aggressively compete for resources and clients can have a negative impact on employees. For example, some employees may feel that the company has high expectations when it comes to designing and pitching new projects. They may feel excluded from discussions about selling projects and setting timelines.

Due to unrealistic timeliness and high pressure on employees, attrition can occur. Employees believe they should be involved in both the implementation and initial planning stages. At Um-Sigma, employees are seen as partners rather than just resources in the decentralized structure, so high expectations are set for them. During recruitment, emphasis is placed on finding employees with high IQ and CEQ.

When it comes to campus recruitment, employees are required to engage in various activities including training, BAD activities, and organizational development. The company holds the belief that the most exceptional and inventive ideas in any industry originate from unrelated industries; thus, they anticipate employees to possess experience in different domains. However, there is no specific definition for roles and responsibilities.

In terms of recruitment, a job title does not always indicate a specific job description. The tasks that an employee is responsible for can differ depending on their skills and the company's requirements.

It is possible for both a senior business analyst and a manager to have similar roles, carrying out the same activities and assuming leadership positions within teams. There is no direct connection between job titles and actual responsibilities. Individuals do not have fixed specializations, and at Um-Sigma, the management encourages employees to establish yearly goals for themselves by the end of each year.

Both employees and managers need to approve these goals. The goals are focused on three areas: Competencies, where employees are expected to develop technical and functional skills; Individual Growth, which emphasizes personal development; and Functional Knowledge, where employees are encouraged to gain expertise in their specific area. For example, employees are encouraged to pursue insurance-related certifications.

Thus, apart from the technical and functional skills mentioned above, employees are also encouraged to participate in personality development and managerial development sessions organized by the company. Um-Sigma values its employees as partners and encourages their contribution towards organizational growth and development. This includes developing in-house expertise and tools, as well as participating in training and recruiting activities.

A strong emphasis is placed on achieving these goals, and to ensure this, processes have been implemented to gather honest feedback. At the conclusion of each quarter, employees are requested to track and record their progress in all the mentioned goals. If necessary, employees are encouraged to discuss their progress with their manager. This ensures that managers are aware of employee goals and can take appropriate corrective actions promptly. Um-Sigma takes pride in its horizontal structure, which is designed for learning and promotes information sharing.

The company adopts a flat hierarchy and minimal rules, with everyone

working in an open space except for the head who has a separate room. Due to the widespread applicability of analytic techniques in various industries, the company emphasizes horizontal and face-to-face communication. In addition, there is a shared site called SPAN where employees can exchange information and support each other's growth. Formal knowledge exchange sessions are also held among different teams.

Sigma emphasizes the importance of extensive information sharing within organizations for optimal functioning. This sharing guarantees that all employees possess a comprehensive understanding of the company and its resources, fostering adaptability. Sigma's strategic goal is to solve significant business problems for leading customers in diverse industries by employing advanced analytics in a sustainable manner. Their vision is to enable businesses to consistently make data-driven decisions.

Um India operates in a competitive environment, with over 500 companies in the Indian Analytics Market. The market size is currently $375 million and expected to grow to $1.15 billion by 2015. Competitors include EXCEL, Absolutist, Fractal Analytics, and Affine Analytics. Additionally, other companies forming their own analytics teams pose a threat to Um Sigma.

Um Sigma's competitive advantage stems from its highly talented workforce. Founder Raja recognized the importance of building a exceptional team for success. Since its establishment, the company has focused on recruiting the right talent. Um Sigma's managers have implemented a rigorous hiring process where only one in 16 interviewees are ultimately hired after multiple rejections.

The newcomers are not evaluated for the first three years. Um Sigma's 45-person human resources team is relatively large for the company's size. Additionally, the company has successfully expanded into multiple sectors, such as financial services and healthcare, which has

given it an edge over its competitors. Furthermore, the firm prioritizes innovation and has a dedicated Innovation & Development Group that focuses solely on innovative activities within the organization.

The Mile's and Snow strategy framework is used to determine (or should be used to determine) the type of strategy being implemented at Um Sigma. Considering the dynamic, uncertain, and expanding nature of the Data Analytics industry, as well as the intense competition, it is advisable to adopt the Prospector strategy in order to remain competitive and survive. The organization's culture of innovation, as observed previously, somewhat supports this strategy. Um Sigma follows Porter's Competitive Strategies with a focus on Differentiation. This is consistent with its emphasis on investing heavily in 'Innovation and development' and the creation of proprietary data analysis tools.