How Being Agile and Being Innovative helped us during the Covid-19 Pandemic

Collaboration, innovation, agility, customer centricity and an unquenchable thirst to better ourselves are what define us here at Tachyon Technologies. Read on to know how we synergized these processes to become the organization that we are!

We live in an era where bad organizational handling of employees and customers says a lot about its culture. With “over 70% of individuals choosing not to associate with a bad-cultured or/ an ill-reputed organization,” it is evident that culture plays a vital role in an organization’s performance.

Some of the essential veins of brilliant organizational culture are:

  • Encouraging Collaboration
  • Fostering Innovation
  • Being Agile
  • Focused on Customer Experience
  • Continuous Learning

Which, we at Tachyon have proudly embraced as tenets of our company culture.

Read on to know more about how Tachyon symbolizes great company culture.

Encouraging Collaboration: Silos topple companies. Hence the need for collaboration. With the growing pace of a global and remote workforce, conventional communication methods are like the Nokia 1100s – reliable, but outdated. At Tachyon, our people come from various nationalities and cultures. By encouraging collaboration among them, we as a company achieved success.

Similarly, we approach our clients with a notion of collaborative transformation. This means our partnership is not just tactical, but long-standing. We strongly believe in creating real business benefits for our clients while working closely in their digital transformation journey.

Fostering Innovation: Unlocking full potential of our people. This was possible because we encouraged our teams to collaborate more. We noticed a steep surge in ideas and innovative solutions to challenges, which helped improve the service of a product. Simply by having a culture that fosters innovation, we were able to better serve our clients. We’ve made it point to recognize individuals for their innovative thinking.

Being Agile: Agility is all about being dynamic and collaborative. Being open to feedback and new thinking gave us the competitive growth advantage. For instance, during the Covid-19 global pandemic, companies with the right organizational structure thrive. A digitally sound organization definitely has its advantage, but it can sail through these uncertain times only with an agile business culture. A clear business continuity plan set forth by the leadership, willingness, and support from the organization are crucial. Allowing for discussions, flexibility and trust bring out more from each stakeholder. The benefits of being agile go much beyond the times of crisis.

Focus on Customer Experience: The customer is an equal stakeholder in any project. Organizations that are vigorously customer centric are often considered agile. Bringing in clientele with attractive discounts only lasts a short time; however, creating memorable moments, paying attention to customer’s needs, adding value, empathizing with their situations and building an emotional connection is what we do at Tachyon. For us, our customers are at the center of our universe.

Continuous Learning: As an organization Tachyon is obsessed with growth and learning. We seek the knowledge in everything. We strive to stay ahead in our business. For that purpose, we focus on upskilling our people. In this highly competitive world, individuals need to expand their knowledge base and stay upgraded on technological advances and other developments in their field of work. Continuous upgrading of knowledge, skills, and tools is a cornerstone of our company culture and philosophy. Like us, we encourage everyone to innovate and collaborate so that it adds value to themselves and their organizations.

Steve Jobs once famously said: “All I ask is that today you do the best work of your entire life.” This holds good to all of us at Tachyon. We believe that by innovating continuously, one can keep pace with the industry. Being agile allows the change to be smooth and quick while always keeping our eyes trained on the experience factor to make our interactions relevant and leading to growth for our partners.

More than a process, “Be Agile, Be Innovative” is a philosophy that turns around an entire ecosystem to be better. Thankfully, the metrics for a good company culture are measurable and show in the organization’s bottom-line.


At-Will Work from Office. Vogue or Pass.

Many among us have been working from home for over a year. We’ve experienced many things while working from home – like the joys of attending meetings while lazing in our beds, pretending to work while bingeing on our favorite shows, working while cooking. We’ve also had some lows too – like losing a loved one to the coronavirus, experiencing burn-out and zoom fatigue.

While half of Americans are fully vaccinated, the eagerness to come back to work is sporadic at best. Some organizations operating in specific industries in parts of the world have completely opened up and/or partially. However, one industry that hasn’t swung its doors wide open is IT.

As organizations contemplate having their workforce work from office, they are faced with two fundamental questions:

  1. What is best for the business?
  2. What do our employees want?

Simply put, the answer to both these questions is: flexibility.

Both, organizations and employees, need to be flexible in their approach to return to offices.

For organizations, empowering the workforce takes precedence. Giving employees the freedom to choose when, how and where they work is something both employees and organizations seem to agree on.

Coming back to work can be an emotional decision.

After working from home for over 15 months, returning to office can be an emotional decision. First – there is the concern for safety, as getting fully vaccinated is not the silver bullet we all thought it would be.

Employees are feeling anything from anticipation, excitement, happiness, hesitation to even fear while thinking about coming back to work.

One trend that has come to the fore is most employees are not interested in working in-office for five days a week, like we did before the pandemic.

Simultaneously, there are signs that few employees are charged up to return to work!

With emotions at play, it is imperative for organizations to give employees a voice in how, when and why they would like to come back to work.

A few reasons why giving employees a choice helps:

Forcing people back will force them out

According to the survey, job satisfaction is back to pre-pandemic heights, with 71% of those surveyed saying they were highly satisfied in their current position. However, over a third 36% say that they are very likely to quit their current job if forced to come back to office for five days a week as they used to.

Organizations and employees both need to be flexible.

A hybrid workforce is a happy workforce

The same survey sheds light on the fact that 72% of employees are willing to come back to work for 2-3 days in a week. An at-will hybrid model is currently the best opportunity for both organizations and employees to be productive and flexible.

A flexible workforce is productive

The flexibility of choosing when to work from office makes employees far more productive. Employees can prioritize work on the days they are at office, which leads to a healthier work-life balance. For organizations, offering a hybrid or flexible work options communicates trust in their workforce. Trust is the key ingredient “the secret” in a secret sauce recipe.

Covid-19 has proved that the human race can adapt, and we’ve evolved as a race in the past 18 months. Now going back to pre-pandemic days seems primitive.

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