The Human first approach puts the needs of people first and creates user-friendly solutions that are advantageous to the client as well as the business, rather than offering digital experiences merely for the sake of doing so. Our teams consist of technical experts with consulting skills in to help integrate AI-powered businesses with human judgment and experience. Mr. Sriniketh Chakravarthi, CEO, Apexon shares more insight on the same.
- What does ‘human-first-digital’ experience mean at Apexon?
At Apexon, our focus has been to accelerate business transformation while providing digital experiences that center around people. The quest has always been to unleash the potential of technology and provide people with insightful and engaging solutions. We make #HumanFirstDigital possible.
As an example, we work in the area of making medical devices more intelligent. We start by first asking what health outcomes are we trying to achieve for the patient, the caregiver and the doctors, and then we create an experience that blends multiple digital technologies – IoT, cloud, data and analytics, UX/UI to achieve a differentiated health outcome.
This approach puts the needs of people first and creates user-friendly solutions that are advantageous to the client as well as the business, rather than offering digital experiences merely for the sake of doing so. Our teams consist of technical experts with consulting skills in to help integrate AI-powered businesses with human judgment and experience.
2. Automation is a key part of your offerings to customers. However, how much of this technology has been implemented at Apexon? How is this adding value to an employee’s life?
At Apexon, we recognized the benefits of automation early on and pioneered its use throughout the digital lifecycle. For us as a business and for the individuals involved, the gains from automation were significant.
We are continuously adopting automation across areas of our business from sales, marketing, delivery, talent management and our back-offices. Given acquisitions have been a part of our growth, the need to deploy automation has been greater as we integrate our core systems.
Also, we as a company are deep in the digital engineering space, and developer productivity and excellence are aspects of the business we think about seriously. To this end, we are continuously investing in in-house automation and third-party tools with the objective of being best-in-class in our software development process.
3. With offices functioning in full swing – what does your new normal look like these days?
The biggest difference to my usual routine has been the return of travels and meeting clients as well as employees in person. While we may be commuting and working in offices to some extent, the pivot towards digital has proven to be a long-term shift in how business is done. The new normal itself for all of us is a moving target. We are focused on adapting to the hybrid model where digital and in-person employee and team engagement, is an area we initiate new methods and promote new ideas in.
4. What is your perspective on the changing work culture over the past five years? In your view, has this hampered innovation at the workplace?
I believe that five years ago, we were at the peak of constantly traveling for work, and teams had to be together to feel a sense of community. Business function teams were also situated in specific geographies. However, with the changes brought on by the pandemic, teams have adapted to functioning remotely. This collaboration has brought people and teams far closer in spirit which resulted in some very positive outcomes.
Measuring productivity and innovation in our industry has not been very straightforward, even prior to the pandemic. There is a case to be made that individual contribution and innovation has actually gone up and the flexible work environment offers the latitude to individuals to be more creative and bring out their best. That said, there is the aspect of how in-person interactions can catalyze innovation and it has been harder to see how much the hybrid or remote model despite the digital collaboration tools, has come in the way of this. We will know with time how these forces have played out.
5. What is the biggest lesson that Apexon’s journey has taught you?
Apexon has built as much by organic growth as much as it is a merger of people and cultures, and has come together under the Apexon brand in a very short span of time. If this experience has taught me anything, it is the resilience and focus that the people have shown through these changes. While navigating cultures and creating common structures and processes is a journey, ensuring that the basics of our business – client focus, technology excellence, collaboration and care – are intact is paramount. I have watched Apexers demonstrate these traits and grow as leaders and empathetic colleagues, embodying the values and culture of our company.