Farid Bazizi
Chef de Service Support Produit - GSM BSS, Kapsch CarrierCom
After more than 10 years of experience, there is no question about it, I'm passionate about managing people. I've already spent 8 years of my career in this area and I never lost my desire to take up both technological and human’s challenges.
Specifically, I held various management positions, managing groups of software design, customer support or quality and performance measurement.
Each time, problematic was different, depending on both the nature of the objectives (introduction of change, improvement / optimization, outsourcing ...) and individuals (personallities, career goals ...)
Today, I found my "management style" and one could simply reduce the "art" to find the intersection of 3 following areas:
- Operational objectives
- Group skills
- Group expectations
The "artistic" wording accurately reflects the difficulty of the exercise that there is no deterministic methods or predefined pragmatic approaches that can cope with all management situations.
Personally, I use all tools at my disposal and I composed with the objectives and individuals who are under my responsibility. In particular, I do coaching and mentoring to support my staff. Obviously, I also consider the technology knowledge that is mandatory to assess various aspects of the project, to rely on the right resources and to elaborate accurate strategies.
I'm always left with an extremely high personal satisfaction for having contributed to the corporate objectives while enjoying the recognition of the group.
In the future, I hope to continue in this direction, take up and enrich me with new challenges...
31 contactsMission?
My mission here is twofold, product support Nortel BSS and the development and implementation of a strategy of continuous improvement. Specifically, I am directly responsible for BSS outages on the world wide installed base of Nortel (~ 2200 equipments within ~30 customers around the world), and I aim to establish a process of feedback loop that will directly lead to product improvements.
For that I’m in charge of a team of support engineers, project managers, architects and designers.
Why?
This mission was part of the capitalization of all my experiences in R & D. In fact, I worked on all parts of the product life cycle from conception to customer support and it was very exciting for me to gather together all the different actors in this cycle that contribute to each level for better product.
Challenges?
The main challenge was to identify a process of continuous and sustainable improvement that can first identify and collect all the weaknesses of the product and then spend a phase of definition and implementation of improvements.
In second place it was also necessary to ensure effective synergy between various business profiles that comprised the team.
Benefits?
In addition to the extraordinary human adventure, because I was blessed with working with a very diverse but complementary team, the best lesson I've gained through this experience is what I call the "Global Picture". Indeed, the detachment that I have here has helped me understand and explain a lot of points that I did only observe before.
2006 - 2007Mission?
The objective of the mission of one year was to rethink the strategy for measuring performance in GSM Access R&D that had 500 engineers.
Why?
Interesting adventure in quality side to structure my experience and my approach!
The quality is actually a component that we consider in any missions, but I wanted it to be at the first level this time.
Challenges?
I noted several challenges:
- Motivate and energize a team of employees coming from different positions and not necessarily because they had chosen it.
- Define and Implement a new simple strategy for metrics applicable to all teams and product within R&D
- To join all of the 500 engineers in this strategy and ensure its continuity
Benefits?
This was probably one of my experiences that caused most difficulty and also the one that bring me the most. In particular, I learned a lot about how to obtain membership of a group and implementation of changes in resistant context in general.
2005 - 2006Mission?
For this mission, I was asked to create a new entity within the customer service department that can ensure its autonomy from development teams including software investigations and deliveries.
Why?
I understand that this mission was tailor made for me, firstly because it was a logical evolution to the client while maintaining support my software development side, then because it leads to change the entire organization and habits.
Challenges?
This mission was challenges of its kind, indeed it aims to transfer skills, knowledge from the R&D silo to OPERATIONS silo.
Benefits?
It was one of the most exciting assignments of my career. She especially helped to improve my coaching and mentoring methods. The resistance line for this project forced me to build a "business case" that has awakened in me a keen sense for marketing and development strategies.
2002 - 2004Mission?
Managing a team of software design engineers and outsourcing of the project to partner’s teams in India.
Why?
Quite simply, this was a promotion to management, recognition of the work I was doing as a team leader.
Challenges?
With hindsight, the real challenge behind this mission was to manage the transition from Team Leader to Manager, even if ultimately it was transparent to me.
Also the management of the outsourcing business in India requires a mix between project management and strong technical skills.
Benefits?
First real experience of people management with management of employees on other than technical terms. I mainly capitalized on the relational and organizational with
tracking and reporting tools.
Extensive experience of project management with the outsourcing of business to partners in India.