Tesco Bengaluru: We are a multi-disciplinary team creating a sustainable competitive advantage for Tesco by standardising processes, delivering cost savings, enabling agility, providing cutting-edge technological solutions and empowering our colleagues to do ever more for our customers. With cross-functional expertise in Global Business Services and Retail Technology & Engineering, a wide network of teams and strong governance we reduce complexity thereby offering high quality services for our customers. Tesco Bengaluru, established in 2004 to enable standardisation and build centralised capabilities and competencies, makes the experience better for our millions of customers worldwide and simpler for over 4,40,000 colleagues.
Tesco Technology consists of people from a number of different backgrounds, but having a common purpose to serve our shoppers a little better every day with our retail technological solutions. We shared a common interest in harnessing innovations in technology to enhance their shopping experience at Tesco stores. Whether making products, software or systems, our teams focuses on various aspects from taking strategic ownership of the architecture to delivering technological solutions such as design, testing, deployment, infrastructure, operation and security of the systems to ensure agile, smooth and safe operations. These help us to deliver the maximum business impact. Teams refine their internal processes to best fit their own needs, working to build core capabilities in application and services. We collaborate globally across teams to build end-to-end customer-facing solutions, as well as to share knowledge, experience, tools and techniques.

SDE Technology coaching and development
Software Development Managers (SDMs) establish and sustain the environment for development to
exist and succeed. Their primary focus is to hire retain and develop our Software Development
Engineers (SDEs) through creating and aligning individual’s short- and long-term objectives and
development plan alongside the goals of the wider team and business. They evolve the right tailored
approaches to manage and develop their SDEs including regular 1-2-1 meetings identifying
mentors or mentees and providing impromptu coaching inputs. SDMs help split the scope of work
across one or more SDEs depending on their strengths and areas of improvement. They actively work
to set the SDEs up for success providing course corrections as necessary. SDMs also help SDEs get
the right mentorship to ensure they grow more expertise and to address any weaknesses hindering
their effectiveness.
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 Team structure and technology processes
SDMs build effective performing teams that consistently deliver quality software whilst balancing
the demands of timeframes and needs. They put in place the ingredients for teams to succeed
including the right level of process practices and data gathering to help the team constantly
improve. SDMs default to granting teams autonomy but recognise when stronger guidance and help
from them is needed. When the team is performing an SDM offers a light-touch to assist in
unblocking progress. When a team is struggling the SDM identifies and actions a plan to help.
They build an effective customer engagement process to ensure their teams have awareness of the
importance of good customer experience and show responsiveness to customer experience during
development as well as in operational issues.
They drive continuous improvement of engineering practises and efficiency of development within
their team and foster innovation. They empower their engineers to own technical decisions whilst
providing guidance and enforcing best practices. They are hands-on when required but are always
aware of their primary focus when doing so.
 Delivery and stakeholder management
SDMs deliver the right outcomes and collaborate with the appropriate stakeholders and customers
whether directly responsible for the functional delivery of a team or working across multiple teams.
They build healthy empathetic relationships to arrive at consensus and overcome any conflicts.
Within their operating domain they demonstrate ownership over the relevant areas of work and can
also reach out to and execute effectively with peers and other stakeholders when needed to ensure
the success of broader more complex outcomes.
SDMs are accountable for the slices they own in a program and proactively identify risks propose
mitigations and get them reviewed with their manager stakeholders and customers. They also know
when to ask for help or escalate. SDMs are great at spoken and written communication.
 Technical strategy
SDM is responsible for the development and oversight of the technical roadmap and strategy in order
to support growth objectives while strengthening the business core to develop and maintain a
competitive advantage.
The SDM plays a key role in formulation of the technical roadmap and strategy collaborates with
both internal and external stakeholders and leads cross-functional teams in the development of the
roadmap.
There are three outcome expected from SDM as part of Technical Strategy.
o Understand technology landscape and its implication to retail Industry -[White paper or
Blog]
o Evaluate prototype and present implementation use cases. [Demos]
o Induce Tesco approved technology change to their respective domains. [Produce
compliance reports]
SDM participates in various meet-ups seminars and events to understand technology
advancements in the industry and collaborates with the team to develop prototypes. SDM interacts
continuously with end users and product managers to keep them current with new possibilities of
technology applications and value it brings for our customers. SDM drives architecture design
implementation adoption and re-usability of such new technology by sharing their work with peer
SDMs and create culture of innovation and technical excellence within the team and at Tesco at
broader level.

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