Anca Fotache, Stefanini – 2018: “a year of transformation”

//Anca Fotache, Stefanini – 2018: “a year of transformation”

The (digital) transformation started with us

2018 was a year of transformation for Stefanini. We started the process right here, in Romania, and then we replicated it in all our offices throughout the entire EMEA region. It has been an extensive transformation, covering all levels, from organizational culture to internal processes, and encompassing the entire business vision.

As it happens with all great transformation processes, the change started with us. We have automated a number of internal processes and expanded our digital services portfolio. Thus we were able to offer our clients real solutions for augmented reality, block chain, machine learning, automation, and not just a mere range of services.

We started working with several new clients – including many who have not used IT services in the past – while with other clients we have expanded our collaboration on several levels.

However, one of our greatest achievements in 2018 comes from within. Not only did we increase our team – in EMEA by 10%, up to 3200 people, in Romania up to 1660 people – but we also managed to improve staff retention. The average tenure in the company increased by 20%, while staff turnover decreased by 25%. In a fiercely competitive industry such as our own, these results are even more impressive.

We have widely expanded the work-from-home policy both to our colleagues who usually worked from our quarters, as well as to new colleagues who now work remotely. We did so always keeping in mind our clients’ specific requirements and making sure our contractual provisions allowed for such type of work.

Thus, we effectively expanded our recruitment area to the suburbs of the cities where we have offices, but also to other areas that are more difficult to reach. As a result, our recruitment pool for the abilities that we are seeking increased considerably. Last year we ran this as a pilot program that we will continue on a wider scale this year, because it has delivered excellent results. Following the pilot, the productivity we recorded was higher than expected, employees were better motivated and the staff turnover was significantly lower.

Our internal transformational efforts have not only pursued the digitization or process automation, but the organizational culture as well. Our program – which focused on embracing a service culture, drawing clear career plans for all new colleagues, allowing for more flexibility – exceeded our expectations. In addition to the intrinsic reward of higher team engagement, we also received external recognition: the Employee Engagement Initiative of the Year Award at the Romanian Outsourcing & Shared Services Awards.

In fact, 2018 was a year rich in prizes. Our colleague, Olga Botuşan, Human Resources Director at Stefanini EMEA, received the HR Manager of the Year at the “Capital” magazine “Excellence in Management” Awards Gala, and Raluca Andreea Andrei, Quality & Customer Experience Manager at Stefanini EMEA, received the Manager of the Year Award at the GSA (Global Sourcing Association) UK Professional Awards.

In 2019, we will follow the same path to success. We will take transformation one step further, with an even bolder approach, through a different targeting of customers, an expansion of the business model, and a diversification of revenue streams, in order to strengthen our position as an important player in the business consultancy market on certain verticals. We call it consulting and not IT services, as our customers are no longer in search for the technology per se, not even in search for IT services. They are looking for solutions. Solutions to their concrete, everyday, business problems. Thus, delivering results for them has become our primary scope of business. Of course, we operate in the digital world and our results are limited to our area of specialization, but when it comes to potential users and customers, our offering is no longer reserved to a small number of companies, but it becomes relevant to more and more industries and businesses that haven’t been digitized in the past: auto, insurance, banking and the public sector.

2019 will be just as challenging for our industry as 2018 was. We want to increase productivity, we want to automate, or even duplicate certain capabilities in the software development area, but at the same time we want to offer quality despite shrinking profit margins and a constantly uncertain fiscal framework. And that’s not an easy task. The quality that the human resource brings to business cannot be replaced easily. We are getting better and better at juggling with challenges and opportunities, but, as Heraclitus used to say, the only constant thing in life is change. And our industry is actually in pole position for change.

Anca Fotache

EMEA ITO Delivery Director