Are you in a Box?

Every IT Services company has some variation of the “In-A-Box” model in their operating model. Some call it 2-in-a-Box others call it 3-in-a-Box

Many have successfully adapted it while many have struggled with it. My take on the same is below…

Fundamentally, I firmly believe in adopting an operating model basis the business needs. An operating model should support the cause of the customer and the team involved and bring efficiency in execution. The model should promote cohesiveness, collaboration, and discourage animosity.

What is the “In-a-Box” model?

This is a model where multiple leaders join hands to share responsibility for a common goal. This in particular became quite common where the Onshore and Offshore team is involved in execution. The most common scenario in the industry is for an Offshore leader to team up with an Onshore leader to serve the customer.

Factors to consider while selecting leaders for this model

While identifying potential leaders to work with the “In-a-Box” model, it is very crucial to look at the following aspects

• Compatibility of thoughts between the leaders
• Complimentary skillset
• A clear line of decision making to avoid a stalemate situation
• A clear understanding of the common goal

What makes this model work?

This model is designed to provide better and wider coverage in managing the execution as opposed to using it as Risk mitigation by way of redundancy in leadership. The following simple guidelines can help in its adoption

• All the leaders should have space to add value and not control
• A distinctive and complementary role is taken up by all the leaders
• The leadership team uses diversified viewpoints with a focus to solve a business problem
• Introduce a role on a need basis that way when approached the leader will feel welcomed

Challenges usually encountered

As with any other model, this has its own set of challenges. The following are the most common list which should be kept in mind

• Implementing this model without considering customer’s preferences and may multiple points of contact as a burden
• The model is imposed for internal control and creates animosity within the leadership team
• Access to customers is denied to one or more leader(s)
• The leaders selected have an overlap of skills and are competing with each other

Conclusion

The first important step to be successful in this model, find a compatible partner to team up with. Leaders with high competing attributes may want to stay out of this model. I have personally found the TKI Conflict resolution test provides an insight into this attribute.

If you are a leader “In-a-Box” model and find no meaningful role to play or finding yourself giving conflicting directions to the team, It is a clear sign that this model is not effective. Side-stepping and providing space to another leader may help improve the situation for the overall team.

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