How Triveni Global's honest feedback helped Mera Work improve

An international software and IT consulting company asked hard questions from the start, spoke openly in the difficult moments and chose to continue.

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ApproachEmployee visible
RolloutPhased, then wider
The decisionChose to continue

About Triveni Global Software Services

Triveni Global Consulting Private Limited, operating commercially as Triveni Global Software Services, is an international software development and IT consulting company. It works across software and product engineering, enterprise automation and technology consulting, serving customers across international markets.

With teams working across multiple locations, Triveni wanted better visibility into employee productivity and more structured information for management reporting. But for a technology company, simply having more data was not enough. The team wanted to understand what the data meant and whether it reflected the way people were actually working.

The evaluation

Hard questions from the beginning

Triveni went well beyond a conventional product walkthrough. The conversation explored deployment approaches, idle time logic, shift based monitoring, productivity classification, storage and reporting. How should inactivity be interpreted when meaningful work does not always need continuous interaction with a computer? How much should employees see? How should websites and applications be classified? Could the reporting give enough context to understand the working day?

For Triveni, these were not edge cases. They were part of understanding whether Mera Work would fit naturally into its working environment.

The approach

Choosing a transparent way of working

Triveni considered different ways Mera Work could operate, including employee visible and background approaches. Ultimately, it chose an employee visible approach.

People across the organisation interacted with the platform as part of their working day, not only through a management dashboard. That gave employees a visible experience of Mera Work, and gave Triveni a practical basis for the feedback that followed.

The rollout

Starting carefully and growing from there

Triveni did not begin with an organisation wide rollout. It took a phased approach, allowing Mera Work to become established before extending its use more broadly, and adoption grew over time.

As Mera Work became part of more people's working day, Triveni developed a much clearer understanding of what worked well, where friction remained and what could be improved.

Everyday use

Better questions, and ideas as well as issues

Once the organisation began using Mera Work, the question became: does what we are seeing make sense? Idle time reporting was one example, where recorded idle periods needed more explanation alongside other activity information. The team also raised practical questions about reporting workflows, productivity categorisation, approval processes and how different management roles should interact with the platform.

Triveni often brought ideas as well. Discussions about productivity categorisation developed into conversations about making request and review processes more practical. These were not abstract feature requests. They came from people using the platform in real working situations.

Context

Connecting the different views of the working day

As Mera Work became part of everyday operations, its value became less about individual reports and more about bringing different parts of the working day into context. Management could begin with the broader workforce picture and then look more closely when something needed explanation.

Time and activity information added context. Productivity information gave another perspective on how recorded working time was being used. Attendance and team level views helped management understand work across different groups, while application and website information provided more context when a closer look was needed.

The difficult period

When the relationship was put to the test

As Mera Work became more established, Triveni raised more serious concerns around platform reliability, upgrades and the support experience. Both teams needed to step back and look honestly at what had to improve. Triveni was also conscious of the internal time and effort involved when support issues kept recurring.

Those conversations revealed something valuable. Triveni's everyday experience contributed to wider product conversations around areas such as upgrades and greater diagnostic visibility. Why had activity not been captured as expected? What had happened during an upgrade? How could administrators get a clearer picture when something did not behave as expected? They were not always comfortable conversations, but they were useful ones.

The best product relationships are the ones where customers can speak openly and the product keeps getting better.

Triveni Global Software Services

The decision

Choosing to keep moving forward

Triveni's concerns were revisited, feedback was acknowledged, and both teams continued working through the areas that needed attention. By this point, Triveni knew Mera Work far better than it had during the original evaluation. It had seen what worked and challenged what did not.

Triveni chose to continue. The relationship carried on not because there had been no difficult conversations, but because both sides had worked through them.

The journey at a glance

The need: Better visibility into productivity and more structured information for management reporting.
The evaluation: Detailed questions around productivity, idle time, employee transparency, reporting and fit with Triveni's environment.
The approach: An employee visible deployment following a detailed look at different approaches.
The start: A deliberately phased rollout rather than an immediate organisation wide deployment.
The everyday value: Connected perspectives gave management a broader picture of the working day.
The contribution: Practical ideas alongside the questions and concerns raised.
The difficult period: Both teams reassessed what had to improve.
The decision: After working through those challenges, Triveni chose to continue.

Find a platform that listens as well as reports

Mera Work gives management a broader picture of the working day, and keeps improving through the feedback of the teams that use it.

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