THE "I DO, YOU DO, WE DO"
To ensure seamless knowledge transfer, Accenture and the Jamshedpur plant
jointly adopted the Gradual Release of Responsibility (GRR) learning
methodology. In this form of cognitive learning, the knowledge sessions offered
a certain level of support. After that, trainees were gradually empowered to
apply the concepts in live projects. The methodology was sustainable and
impactful, with an emphasis on practical applications rather than textbook
theories. Called the Action Learning Projects (ALP), these on-the-job, real-time
training programs enabled every resource in the hierarchy to bring analytics into
action and create tangible value for the business.
In addition, the plant's resources displayed great levels of commitment to adopt
change and the willingness to learn, with middle-level managers spending
ample time and effort on classroom training. Indeed, it was the "Let's do it!"
attitude that helped the entire organization rotate to the New so seamlessly.
THE FUTURE REIMAGINED
Tata Steel's Jamshedpur plant is harnessing advanced analytics to transform
voluminous data into actionable insights. The MARVEL program helped the
company move from a silo-based, individualdriven delivery mechanism to a
collaborative analytics CoE platform with strong data governance. Instead of
depending on instinct, supported by limited descriptive analytics, employees
now make decisions backed by in-depth, data-driven insights. Training
programs that were limited to business processes and functions have now
incorporated a technology dimension to it in the form of data sciences, data
engineering and data visualization, to name a few. In addition, the programs are
now entirely institutionalized, scheduled through a training calendar and follow
a robust curriculum driven by the in-house Capability Development team.