Events Management

Design Integration Development

•Event request form•Pre event checklist•During event checklist•Post event checklist

•Measurement Metrics--Event delight index--event satisfaction value•Framework of events•Criteria for acceptance•Balancing of portfolios by unit /corporate

•Events Binder•Events Calendar•Virtualisation•Events Website

Recorrections

Session takeaways

Best Practices

Learnings

Strategic Insight

CSG ROLE FOR EVENTS

Outputs

Inputs

Corporate Events

Circle EventsVBU/HCU/RBU/SSU/PPP/P/G

Open MindsLeadership summit, Satyamotsav Circle Day

CustomerMeets/Summit

InvestorMeets/Summit

LeAP, Quality Summit, PM conf, Architecture Conf

AllIanceMgr Conf

Org buliding& Strategic Planning

CustomerRelationship

InvestorRelationship

ThoughtLeadership

AllianceRelationship

AssociatesMahindra Satyam leaders

Customers/Mahindra Satyam Leaders/ Industry Analysts

Investors AssociatesAlliance PartnersMahindra Satyamleaders

PRIMARY SECONDARYSTAKEHOLDERS

KEY OBJECTIVES

EVENTS SCHEDULE

Internal Events forums and summits supported by CSG

DELIGHTING

ASSOCIATES

CUSTOMERS

INVESTORS

SOCIETY EvaluationOf events

Principals ofacceptance

Balancing Event portfolio

Event classifications

Event calendaradherence

Event mgmtframework

Adherence To checklist

Measurementmetrics

EVENT MECHANISM

Outputs--Key learnings--Best practices

--Shared learnings--Recorrections

Post event loop

1 52 43

6 87

Further categorisation of stakeholders to be definedfrom VBU SSU HCU RBU

1. EVENT FRAMEWORK

7A Pre Event Checklist7B During Event Checklist7C Post Event Checklist

This would encapsulate all the criterions that would serve as a guide to help CSG choose and evaluate the various circle and corporate events that are planned and initiated keeping in mind stakeholder purpose and event objective

Pyramid shows the levels of importance for every event to be kept in mind when planning and conceptualising the same in order of importance.

Criteria Description on the basis of which rating shall be assigned to measure and manage

Key to Criteria

Value to all Stakeholders(Business, Knowledge Relationship Value)

The value of the event to the key stakeholders. The value must be Specific, quantified and validated value in terms of getting better business, better knowledge or better relationship with customers is expected

Event clearly articulates the issues /best practice/reuxable methodology and the shared learnings

Reusability & Repeatability Content of the event provides some useful info. for the participants and repeatability for

events is built in Event suggest specific reusable methodology/ lessons learnt/ best practise

Relevance Event is complete in terms of issues /objectives/ scope/ methodology/ key benefits etc. Attendance is complete as per parameters laid down for each corporate/ circle

Innovation Out-of-the-box thinking : The event has shown elements of delight beyond the usual and

how First time application for solution or methodology or technology

Extent of alignment Clearly aligns to the intent of the event. This is to ensure ease of repeatability and showing

high maturity level of adapting/ institutionalizing

1 : Superficially meets rqmt2 : Partially meets rqmt3 : Meets rqmt but more could be done4 : Meets rqmt obj &subj5 : Benchmarked and WOW

Ratings

Org Excellence and Strategic planning events

Customer Summits / Investor summits

Thought Leadership Forums / Quality S

Alliance / VBU / SSU / HCU / RBU

SR summits / External event

**Each summit, event and forum broken across corporate and circle have their own PPP, P and G rating which will have to be kept in mind accordingly andmeasured as per event metrics decided

A1

A2

B1

B2

C1

Stakeholder priorityA1, A2B1,B2C1

2. EVALUATION GUIDELINES FOR EVENTS

3. PRINCIPLES OF ACCEPTANCE

High Involvement

Low Involvement

Open Minds

This would basically outline all the events, forums and summits and see objectively the level of involvement of CSG and the prioritization that will enable us to come up with levels of acceptance for each of these. So we know the complete break up of activities in for zones: high priority, high involvement / low priority low involvement / low priority high involvement and high priority low involvement.

This is broken across circle and corporate. The size of the circle denotes the growth of the business in terms of maturity which shall be tracked. The growing will also represent the levels of maturity of that particular event initiate

High Priority

External Events

Leadership Summit

SSU Events

USpeak Conf

Customer Summit

Satyamotsav

Alliance Conf

Circle Day

Forum

Circle Day

Investor Summit

Strategy Summit Colour Indicates

SR Events Livewire Conf

Arch Conf

LeAP

RBU EventsVBU Events

HCU Events

Intl Event

Synergy 2005

Championing Excellence

Conference

Forums

Circle events

Summit

Others

Low PriorityBillion Dollar Celebration

3. PRINCIPLES OF ACCEPTANCE

The event initiated by corporate or unit must adhere to the following for acceptance:

•FOLLOWING CSG FRAMEWORKUnit or Corporate need to use the framework complete with the event request form, feedback scoring system and checklist when planning an event. Prior information must be made to CSG

•BALANCE OF PORTFOLIOEvery Unit must conduct events / summits / conferences in a year that cater to all key stakeholders. There must be at least 2 events conducted per unit of strategic importance. This would also ensure parity with other units who would be following the same two event a year schedule.

•EVENT CALENDARAll events for all unit should be decided and incorporated every year in the event calendar which is released during April every fiscal by CSG. Events catering to all stakeholders (refer to balance of portfolio) should be addressed. If planned later please inform CSG to make changes accordingly in event calendar.

•ATTENDANCE ADHERENCE In the case of single unit meet with associates the attendance should be greater than 100 to make visible impact and should increase every year by 10%. In case of multi unit event with associates the attendance should be greater than 300 and should increase every year by 10%

In case of corporate event of strategic importance attendance should cater to at least 75% of 300 senior leaders or 25% of all FLCB.In case of corporate event of strategic importance attendance should cater to a spread of associates across units and min attendance should be more than 150

In case of customer, media or analyst events attendance should be min 150.

4. EVENTS CLASSIFICATION WITH CSG INVOLVEMENT

FORUMSTwice a month

MEETINGS & REVIEWSCollaborative MeetingsBoard Meetings / AGMSteering Council MeetingsOperations Council MeetingsMonthly Updates – MDQuarterly Updates – Chairman

SSU Reviews2 R Reviews – Business MeetingsPlatinum Accounts MeetingsAnnual days

SUMMITSCustomer SummitStrategy SummitInvestor SummitLeadership Summit

CONFERENCESAlliance ManagersSales ConferenceArch Conference

CHAMPIONING CHAMPIONING EXCELLENCEEXCELLENCEOpen MindsOpen MindsSynergySynergyBillion $Billion $

DIRECTLY INVOLVE INFLUENCERS STATUTORY(Not involved)

RELATIONSHIPSSatyamotsavCircle day

CIRCLE EVENTSVBUHCURBUSSU

CONFERENCESLivewireUSpeakPM Quality and Best practicesExternal EventsSocial Responsibility Events

This would be the event classification with CSG role where we have directly involvement in some and where we are influencers and where we have statutory involvement.

The classification is a table guide to explain the roles the CSG would play in relation to different events, forums, summits, conferences, reviews and circle events.

5. BALANCE OF PORTFOLIO

The event portfolio must tell us how many circle or corporate events are being served allacross and thereby remind us to keep a balance of all activities (whether event /forum/summit / excellence or external)The framework to follow would be described with this graph below

Ensuring Units follow a balanced

portfolio

Empowers Units to:• Define Events• Steer the same through CSG

Fosters:• Metrics Orientation• Use of framework

Sharpens:• Events judgment• Events planning

Enables:•Units to follow a common Events path• Stakeholder delight

Helps:• Tracking Events Performance on an ongoing basis•Timely resolution of ‘Action Items’ emanating out of lists

Identifies:• Units and the events that are planned• Corporate events

INTERFACE RELATIONSHIPS OF EVENT FLCL

STARTRAC REPORT

EDI ** (EVENT DELIGHT INDEX)

EVENT MEAN SCORES(EVENT SATISFACTION VALUE)

INPUTS

ATTRIBUTE ANALYSIS 6P 5R

MEASURES BEST PRACTICES

ASSOCIATES FEEDBACK

EVENTS

NEW IDEAS /SOLUTIONS

FLCL

CUSTOMER DELIGHT INDEX

EVENT REPOSITORYFew Simple Rules :---Event framework for all to refer must be in place.---Event metrics to combine mean scores. ( All event will have a rating)---Align to overall event scores (To arrive at One Number for all events YTD)-- Monthly check list documentation on learning/ best ideas / recorrection index* (based on computed scores on event correction)

EVENT REPOSITORY

EVENT SCORING BOARD is an assimilation of scores derived from events on two broad parameters namely the event delight index and the event satisfaction value

Each event is a score but based on their importance to stakeholder value and the classification attached to each.

BENCHMARKS

6. MEASUREMENT METRICS FOR EVENTS

7. EVENT CHECKLIST

8. EVENT CALENDAR

The event checklist is given as a template for all to refer for the pre , post and during event initiatives that need to get addressed. Using the checklist as a tool to continuously plan events will help in minimizing errors and shall ensure adherence to criticalities and to items that have longer lead time and need monitoring

Follow

Checklist

Initiate

activities

Monitor

progress

Create efficiency

in execution

Events calendar

Units &

Corporate

follow

schedules

New events

are

incorporated

Ready planner for

associates,

senior leaders

The event calendar is made in the beginning of each fiscal and serves to inform all UH/Associtaes of the events both internal and external across all locations. Using the calendar shall help units plan in advance and also to arrest any new developments that may arise.

SustainSustainAlready the Best-in-ClassAlready the Best-in-Class

Approaching / close to

Best-in-Class

Approaching / close to

Best-in-Class

Benchmark withBest in class

Benchmark withBest in class

Distant to Best-in-ClassDistant to Best-in-Class 25% better & smarterthan normally achievable

25% better & smarterthan normally achievable

Target

(Maturity Level 5)

Target

(Maturity Level 5)

Events

Current performance

Events

Current performance

9. EXCELLENCE MATURITY FOR EVENTS

This represents the excellence we have to build into events and how to achieve the same across all units and corporate.

Continuous benchmark, sharing of best practices and learning will help create better and steadier events with effective planning and efficient executables.