THE "I DO, YOU DO, WE DO"

APPROACH

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.