studying customer-supplier relationships in global software development

, April 22, 2023Jayakanth Srinivasan

Studying Customer-Supplier Relationships Studying Customer-Supplier Relationships in Global Software Developmentin Global Software Development

Jayakanth ‘JK’ Srinivasan1,2

Committee: Kristina Lundqvist1,2, Christer Norstrom1

Mälardalen University1

Massachusetts Institute of Technology2

OverviewOverview

Overarching Context for the Study

Research Approach and Methods

Tales from the Field


Lean Software OrganizationsLean Software Organizations

Here is Edward Bear, coming downstairs now, bump, bump, bump, on the back of his head, behind Christopher Robin. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it. - Winnie-the-Pooh, A.A. Milne, 1926

How do we create a software organization that can create new products and services while at the same time sustaining existing products and services?

The birth of an Idea - 2005The birth of an Idea - 2005


“If you write code to demo something, it is not really software”

“Often, we have demoed code, and had the customer want to incorporateit into the product, however, when they are informed of the cost ofengineering the software, i.e., make it robust for operation conditions,they go – isn’t what you just showed us software? And the product goes into the next contract or project bid”

“Essentially, the demo code gets legs and has to be engineered into a product”

“When we write software to demo something, it is a wadded ball of graduate student duct tape. From the perspective of software engineering, it is a mess, but from an innovation standpoint it is beautiful”

Research PhilosophyResearch Philosophy

Engaged Scholarship as a paradigm has not been applied to studying the problem, but it is the most applicable

, April 22, 2023Jayakanth Srinivasan / Kristina Lundqvist

TheorySolution

Model

Reality

Problem

Formulat

ion

Theory Building

Resea

rch D

esign

Problem SolvingProblem FormulationSituate, ground, diagnose & infer the problem up close and from afar

Involve those who experience& know the problem

Theory BuildingCreate, elaborate & justify a theoryby abduction, deduction & induction

Involve knowledge experts in relevant disciplines & functions

Research DesignDevelop variance or processmodel to study theory

Involve methods experts & peopleproviding access & information

Problem SolvingCommunicate, interpret & negotiatefindings with intended audience.

Involve intended audienceto interpret meanings & uses

Iterate& Fit

Source: Andrew H. Van de Ven, Engaged Scholarship, OUP, 2007

Selection of Case DesignSelection of Case Design


Context

Case

Context

Case

EmbeddedUnit of

Analysis 1

EmbeddedUnit of

Analysis 2

Context

Case

Context

Case

Context

Case

Context

Case

Context

Case

Context

Case

Context

Case

Context

Case

U1 U2

U1 U2

U1 U2

U1 U2

Embedded(multiple units of analysis)

Holistic(single unitof analysis)

Single-case Designs Multiple-case Designs

Source: Robert K.Yin, Case Study Research, Sage, 2003

3 Sources of Enterprise Agility3 Sources of Enterprise Agility

Improve transition between R&D and Development

Adopt Agile Processes

Leverage Global Competence


Research ApproachResearch Approach

Senior Leadership support fundamental to establishing the

‘open kimono relationship’

Discussions led to the third source of enterprise agility

Leverage Global Competence


Introducing the ActorsIntroducing the Actors


EuroTel

Applications Business Unit

Platforms Business Unit

R&D

Customers

IndiaCo

Telecom Business Unit

EuroTel’s Internal ChallengesEuroTel’s Internal Challenges ‘Right now, we are struggling as an organization to determine

whether or not PBU should exist. From a corporate standpoint, we feel that our competitive advantage lies in being a systems integrator, and not in the development of the core technology. Either we turn this business unit around or it is going to be split up and merged with ABU’ – Senior PBU Leader

‘We initially agreed to deliver the platform to ABU in July. Even though the requirements have changed dramatically, my team has been working round the clock to deliver the system on schedule. I just got a call from the project manager from ABU, telling me that they want the system delivered two months earlier – there is just no way, that we can deliver a quality product’ – PBU Project Manager


Key QuestionsKey Questions

How has the relationship between EuroTel and IndiaCo evolved over the last seven years?

How is the organization turbulence within EuroTel reflected in its relationship with IndiaCo?

What are the factors that make IndiaCo successful?


EuroTel-IndiaCo Relationship - BirthEuroTel-IndiaCo Relationship - Birth

Initiated as a cost-cutting measure, but are now trying to evolve it into a true partnership

‘A lot of managers now would rather not take a decision, and wait for instructions from higher levels – this is killing the innovation that was the core of the company. Yes, they are able to execute effectively when given orders, but they are not creating new value’ – Senior PBU Leader


EuroTel-IndiaCo Relationship - GrowthEuroTel-IndiaCo Relationship - Growth

Battling Skepticisim and Delivery on Quality

‘We show the customers all the metrics they want to see, but most of them are only interested in the current state progress.’ - TBU Project Manager

‘We have better documentation on the product than PBU does. More importantly, our understanding of the product allows us to identify existing bugs in the system as well as product enhancements’ – TBU Project Manager


EuroTel-IndiaCo Relationship - MaturityEuroTel-IndiaCo Relationship - Maturity

‘We want to see more innovation coming out of TBU. In addition to meeting and exceeding our standards, we want to see TBU challenge us through open and honest communications – give us the naked truth’


The Top 5!1. communication 2. win-win, trust, cooperation3. metrics and goals 4. shared product ownership 5. competencies and innovation management

Capturing the Perception-Reality GapCapturing the Perception-Reality Gap

, April 22, 2023

requirements generation process is timely and there are few changes

we communicate long term plans

Revisiting the Methods DebateRevisiting the Methods Debate

The approach we adopted was inherently mixed Used Engaged Scholarship as the overarching guiding

philosophy

Case Studies and Interviews for research design and data collection

Grounded theory and case analysis for data analysis


Tensions and Lessons Learned (1)Tensions and Lessons Learned (1) Get the senior leadership engaged to facilitate access

Bring something to the table I gave talks Provided draft case write ups

The fine line between consulting and research Grad students use your advisor as a shield

Revisit the data The first pass is both the best and the worst


Tensions and Lessons Learned (2)Tensions and Lessons Learned (2) Validate in the field

Set up a session at the end of the day with your champion to talk about what you learnt

Walk around and observe people – coffee conversations provide valuable insights into organization dynamics

Ask questions You are there to learn Follow up on feedback!

It’s hard, but its fun! – ALWAYS Thank your Sponsors!


Questions?Questions?

ContactJayakanth ‘JK’ Srinivasan

[email protected] or [email protected]

+46 (0)21 495 00 65 or +1-617-253-0672

Kristina Lundqvist

[email protected]

+46 (0)21 10 14 28


mailto:[email protected]



Backup SlidesBackup Slides


EuroTel Internal ChallengesEuroTel Internal Challenges

Risk Averse Culture 2001 Home Market Recession Managers went into ‘save my job mode’

Two Contrasting Views


‘In our company, you could always start something new, if you had the drive and could make the case for why your idea was important, management supported it. Now, we still have people that have the ideas and the drive, but do not necessarily have the support’

‘A lot of managers now would rather not take a decision, and wait for instructions from higher levels – this is killing the innovation that was the core of the company. Yes, they are able to execute effectively when given orders, but they are not creating new value’

studying customer-supplier relationships in global software development

Documents

jayakanth srinivasansource

jayakanth srinivasanif

demo code

abu senior pbu leader

project bidessentially

demoed code

kristina lundqvist1

studyresearch approach