Interview with Vasile Răsvanță, Head of our Technology Competence Areas

The thing about outstanding collaborations is that their success relies on how well you nurture them, how transparent you are along the way and how thoroughly you define the mechanisms through which you can deliver value to your client’s business context.  

In this process of meticulously depicting capabilities, placing the right things into the right perspective is crucial. As an IT services provider that is devoted to clarity and customer experience, we have validated multiple times the match between what clients need, what our experts’ competencies are and what we can do to expand those competencies or acquire new ones. Such a match can only be done by outlining a consistent framework of technology competence areas, one that allows us to implement complex programs and projects, incorporate technology innovations and align everything with a mature strategic plan for our organization. It is important to guarantee the focus on the right competencies and the continuous evaluation of the organization’s business capabilities.  

Long story short, we have asked our colleague Vasile Răsvanță, Head of the Technology Competence Areas, to tell us more about why having a clear framework of tech competencies is an important attribute of our successful collaborations and to give us some insights into what the future will bring.  

Why does having a clear overview of your Technology Competence Areas matter in terms of strategy, predictability and collaboration? 

The Competence Areas Framework is perhaps the most relevant driver of our long-term strategic plan to having a technological impact on clients’ businesses. With an overview of the technologies and needed expertise around each area, we can quickly align and plan with business needs, strategic directions and technological trends. This way, we can be ready to face the challenges provided by our growing business, and make sure that our clients receive the expertise they need. 

What are the benefits of creating such an environment for our experts and for the projects they are currently involved in?

People and progress are two of the values of our company, and with the competence areas, this is exactly our focus and priority: to have an environment centred around the people and their progress, around their needs and career wishes, where they can grow their expertise and help others improve. This is the cornerstone on top of which delivery can be built. If this is achieved, everything else comes along smoothly – projects and business.

How do you cluster competence areas?  

Competence Areas have been designed with a clear organization around technologies and services and a direct alignment with the CTO strategic vision. This way we speak the same language as the IT industry; the areas are straightforward, adaptable and scalable, and provide the needed support to focus on development, like Data & AI, Cloud, Java Technologies. 

How fast can we build competencies? How does the ramp-up process for a specific technology look like once a new project opportunity arises? 

Competence development is a continuous process for us. Depending on the aimed expertise, we might be looking at a few weeks, several months or even longer. But what is sure, is that there's always something else to learn, to practice, to present, and someone else that wants to go to the next level. 

Opportunities represent one aspect; the others are staying up to date with technology and having competitive IT services that we can provide. All these determine the adoption of a technology, which will materialize into a competence area, where our colleagues start specializing, to be ready for our clients’ demands. 

Why is this framework of Tech Competence Areas a differentiator in our ongoing collaborations? 

As we have matured our technical acumen in over 17 years of existence, we have seen just how important it is to guarantee tech expertise and a consultative approach in an effective manner. At the same time, we have acknowledged the capabilities of innovation and modernization we can attain precisely by having our tech competencies well-defined and business-aligned.  Through this careful definition of skillset, ramp-up time frames, growth planning and business capabilities, we can measure the organization’s progress towards its goals, and align the competencies evolution in the broader business context. And by doing this with dedication, objectivity and clarity, we can open any door for our clients, on their way to digital evolution.  

Other insights

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