Townhall Cafeteria for an Energy and Petrochemical Client
we noticed that some of the criteria were already being met by us. For instance, the processes of implementation, verification and documentation as per AVIXA standards were already in place. Having seen the synergies, we figured out that we could pursue APEx, and we went about examining what else we needed to bring in. SI Asia: Having decided to go for it, how did you make it possible? SIAsia: APEx is not something that can be made possible by set of changes or implementing a few processes. The parameters needed to achieve APEx ideally ought to be present in the organization from an early stage itself; else it can be an intimidating task. Fortunately for us, as I mentioned earlier, we were possibly half way already there when we reckoned it, and the rest of it involved process implementations, checks and balances, certifications etc.
the modus operandi was only fine tuning and nudging things along one step at a time. SI Asia: We see today’s Aesthetix as a significantly different from what it appeared a few years ago- would you please explain the transformation process? SUDAN: Yes, under the earlier management one of the primary strategies was market and client acquisition, and it went about the task, spreading geographically. It was good in a particular perspective. However, after I took over the reigns, I preferred to put our Customers at the centre of all our actions, taking their comfort and trust with us as our primary responsibility. It might seem a bit clichéd but I believe for any business to thrive, getting these fundamentals right is the way to go.
SI Asia: What other aspects did you bring to place to qualify/merit the prideful Certification? please explain....
Having said that, I wouldn’t term our new journey until now as sedate; it was more of a measured and cautious approach at times but driven by our strong resolve to move forward one step at a time.
SUDAN: Honestly speaking nothing in particular as such, but essentially a thought process to guide the organization in the direction. I would like to think my primarily role – besides ensuring that I was certified myself – was to encourage the team and make them see value in APEx in more ways than one. Once that was sorted,
Adding to this is our trusted ethos- with each person at the helm of respective areas bringing their own set of values. This transformation in our ethos and our teams’ approach to market is reflective of what we believe in, and working in concurrence towards – ‘building excellence.’
© Systems Integration Asia | VOL. 18 ISSUE - 6 ~ Aug-Sep 2019
In this issue, our cover story gives an in-depth perspective of the Indian Council of Agricultural Research (ICAR) NASC campus in New Delhi...