Definitely back on the path to recovery, Mahindra Satyam is gaining traction in markets across the globe and has already added 35 new customers to its portfolio after a tumultuous year. Led by CEO Chander Prakash Gurnani, the firm aims to re-establish the trust of stakeholders and draw a new horizon. Gurnani believes himself to be the chief happiness officer. His goal: to raise the level of happiness for all stakeholders. And the greatest challenge: to boost the morale of employees. Gurnani talks to FE?s BV Mahalakshmi about how the company re-established the stakeholders? confidence and plans to grow. Excerpts:

How is the road to recovery?

The management undertook confidence-building initiatives among two key categories?customers and employees. Dealing with situations in a transparent and effective manner assuaged their apprehensions. For our associates, we launched a daily associate newsletter?News Today?to communicate all relevant information. We instituted frequent floor walks by leaders, with extensive Q&A sessions to address associate queries and devised multiple forums for open and transparent communication. We also ensured timely disbursement of incentives and completed the annual appraisals. On the delivery front, it is the associates rendering the services who define how successful an organisation is. Clearly our associates are the heroes. In several processes, we have posted significant.

A courageous, agile and connected culture has emerged as the driving force behind the resurgence of the organisation.

How will you steer the growth of the firm?

We are focusing on penetrating our existing and forging relationships with our potential customers. The focus is to market multiple need-based services and solutions to customers in an integrated fashion, where synergy between Tech Mahindra and Mahindra Satyam will play an important role. We are focusing on large deals and have strengthened our sales team adding 30-40% manpower. We aim to enhance excellence in delivery and customer delight.

What is the level of attrition in the firm?

The very fact that senior employees of our peers are joining us is an indication of Mahindra Satyam being an organisation that holds promise for a great future. Since the company has now stabilised its operations, it would be fair to say that the brand is bound to attract talent for what it symbolises and overarching values that the Mahindra Group stands for. The customer satisfaction indices were the highest in tough times, indicating their commitment and adherence to the service level expectations of our customers.

What is the status of the order book?

We have won more than 35 new customers and many of our existing customers like GE and GSK have announced the extension of their relationship with Mahindra Satyam for periods ranging from three to five years. Embargoes in almost all the accounts have been lifted. We are focusing on emerging markets and verticals in a big way to drive our revenues. The company is focusing on areas like digital convergence, while strengthening its verticals. Currently, we will not be in a position to share further details as our accounts are being stated.

How is the shadow board helping?

Shadow Board was created with an objective to bring in different voices and challenge the conventional modes of thinking for strategic and operational business plans within the organisation. The board comprises nine young members who help the management with growth ideas, associate welfare programmes, finance and governance-related programmes, customer-centric programmes and community services-related initiatives.

Apart from class action suits, what are the major challenges in the days to come before the merger? When do you see the merger happening?

There are a few issues that still need attention. Growth is a key factor to focus on while we consolidate our current strengths. As regards the merger, we first need to complete the restatement of accounts.