This document discusses 5 common mistakes made by companies when running offshore development centers (ODCs). It provides case studies of companies like Novell, Cabletron, Cisco, Google, and Atheros. The top 5 mistakes are: 1) Lack of knowledge and preconceived notions about running an ODC. 2) Absence of local senior leadership in the ODC. 3) Improper inter-location management structures between the ODC and head office. 4) Insufficient growth opportunities for ODC employees. 5) Overemphasis on cost reduction at the expense of deliverables. The document suggests adopting approaches like having local ODC leadership, proper reporting structures, and career growth for ODC staff.
Are your internal recruiters performing to executive management expectations? Do your external contingency recruiters fail to perform on a consistent basis? Time to redefine your recruitment and staffing process.
Utilizing a Performance Based Search recruitment methodology results in streamlining the search process, reducing cost, and exceeding executives expectations. .
Stop posting to job boards that give you โC Playersโ. Start recruiting top talent โA Playersโ who are game changers, IP builders, revenue rainmakers, and strategic leaders.
Rather than working off of โtypical job descriptionsโ, determine the Performance Objectives of the role. Discover what a candidate needs to do to be successful (goals) and what a candidate DOES with his/her skills, experiences, and abilities rather than the HAVING of these.
Executive Search using a proprietary Performance Based process in providing national and international retained and engagement search recruitment services. Using our proprietary Performance Based Recruiting Process, NextGen Global Executive Search consistently recruits โA Playersโ for our clients. Simply put, we succeed where other search firms simply fail to meet your expectations.
As a client-focused boutique retained executive search firm, we meet with our clients and communicate early and often to thoroughly understand your strategy, vision, mission, and culture. Our executive search recruiting process is based on identifying candidates who can meet the Performance Objectives and are a Natural Fit for the role.
Rethinking how establishment skills surveys can more effectively identify wor...Wesley Schwalje
ย
Through a multicountry, practice-based review of establishment skills surveys, this article identifies conceptual issues with defining and measuring skills gaps. By harmonizing divergent conceptualizations, an operational definition of skills gaps as a situation in which current employees lack the skills to perform their jobs which results in the compromised ability of a firm to meet business objectives is proposed. This operationalization of the concept offers a more complete answer to how firms are impacted by workforce deficiencies in achieving business objectives implying that understanding job proficiency without assessing the organizational context in which workforce skills are deployed towards market objectives is insufficient. By addressing measurement issues, an alternative approach to establishment skills surveys is advanced that can play a more effective role in determining how workforce skills influence achievement of firm business objectives. The open systems model of the firm is used to explain how skills gaps serve as a bottleneck to the overall functioning of the firm and to demonstrate that firm mitigation strategies are subject to managerial perceptions which can influence the effectiveness and level at which strategies are targeted. A typology of the causes of skills gaps is also proposed as a starting point for government intervention.
Presentation on "Benchmarking Genesis" by Basma A. Bargal during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
In todayโs complex business world, growth is incredibly difficult to sustain. At Korn Ferry, our research and unique insight proves that organizations that proactively measure and develop their talent, when aligned with their business
strategy, outperform their peers.
Are your internal recruiters performing to executive management expectations? Do your external contingency recruiters fail to perform on a consistent basis? Time to redefine your recruitment and staffing process.
Utilizing a Performance Based Search recruitment methodology results in streamlining the search process, reducing cost, and exceeding executives expectations. .
Stop posting to job boards that give you โC Playersโ. Start recruiting top talent โA Playersโ who are game changers, IP builders, revenue rainmakers, and strategic leaders.
Rather than working off of โtypical job descriptionsโ, determine the Performance Objectives of the role. Discover what a candidate needs to do to be successful (goals) and what a candidate DOES with his/her skills, experiences, and abilities rather than the HAVING of these.
Executive Search using a proprietary Performance Based process in providing national and international retained and engagement search recruitment services. Using our proprietary Performance Based Recruiting Process, NextGen Global Executive Search consistently recruits โA Playersโ for our clients. Simply put, we succeed where other search firms simply fail to meet your expectations.
As a client-focused boutique retained executive search firm, we meet with our clients and communicate early and often to thoroughly understand your strategy, vision, mission, and culture. Our executive search recruiting process is based on identifying candidates who can meet the Performance Objectives and are a Natural Fit for the role.
Rethinking how establishment skills surveys can more effectively identify wor...Wesley Schwalje
ย
Through a multicountry, practice-based review of establishment skills surveys, this article identifies conceptual issues with defining and measuring skills gaps. By harmonizing divergent conceptualizations, an operational definition of skills gaps as a situation in which current employees lack the skills to perform their jobs which results in the compromised ability of a firm to meet business objectives is proposed. This operationalization of the concept offers a more complete answer to how firms are impacted by workforce deficiencies in achieving business objectives implying that understanding job proficiency without assessing the organizational context in which workforce skills are deployed towards market objectives is insufficient. By addressing measurement issues, an alternative approach to establishment skills surveys is advanced that can play a more effective role in determining how workforce skills influence achievement of firm business objectives. The open systems model of the firm is used to explain how skills gaps serve as a bottleneck to the overall functioning of the firm and to demonstrate that firm mitigation strategies are subject to managerial perceptions which can influence the effectiveness and level at which strategies are targeted. A typology of the causes of skills gaps is also proposed as a starting point for government intervention.
Presentation on "Benchmarking Genesis" by Basma A. Bargal during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
In todayโs complex business world, growth is incredibly difficult to sustain. At Korn Ferry, our research and unique insight proves that organizations that proactively measure and develop their talent, when aligned with their business
strategy, outperform their peers.
Casestudy: The Case of bench managementrockingsindi
ย
For students and specially of Management, it is very difficult to solve casestudy and that too from different angles. Here is one of the casestudy from the Book "Human Resources Management: Text and Cases
By Rao". There are many points included wich are sayings of Experts too.
Tales of {Good Teams'} Failures - Case Studies, Root Causes & RecommendationsMirketa Inc
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This article is a collection of short case studies where teams failed to meet the expected results. The underlying companies were of different sizes, culture and industries. The only thing common across the board was the quality of the people โ all the teams had bright individuals that had a track record of success.
About the Author --
Rajeev Kumar is a senior partner at Mirketa Inc. Rajeev specializes in managing complex programs, developing lean processes & teams and setting up governance. He has over 18 years of experience working in executive, middle management and individual contributor roles at startups and fortune 500 companies from different industries and countries. Prior to Mirketa, Rajeev founded 2 startups in the financial planning and event management space.
Human Performance improvement for the Turkish Energy SectorGSE Systems, Inc.
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This presentation was given by GSE Systems at the 2015 Energy Istanbul conference. For more information, go to www.gses.com or follow GSE Systems on Twitter @GSESystems. Thanks for viewing!
Wipro helps customers do business better by leveraging our industry-wide experience, deep technology expertise, comprehensive portfolio of services and vertically aligned business model.
Wipro also gives highย importance to Human Resource Management. The company is Indiaโs 6th top employer. But the company is not even in the top 20 best employers of the country while their competitors like TCS, Infosys etc. are always in the top ten . Therefore it can be judged that the HR functions in the company need toย be thoroughly reviewed.Wipro also gives highย importance to Human Resource Management. The company is Indiaโs 6th top employer. But the company is not even in the top 20 best employers of the country while their competitors like TCS, Infosys etc. are always in the top ten . Therefore it can be judged that the HR functions in the company need toย be thoroughly reviewed.
Agile Requirements Agile Philly HandoutsDoniel Wilson
ย
Agile Requirements Management is about mitigating risk and considering trade-offs that can be made early in the planning process.
While Agile improves many components of software delivery, one constant struggle for development is being able to accurately discern what the customer wants. This discussion will address common pitfalls in the requirements management cycle.
Don will highlight risks and present several strategies to mitigate these risks to improve the ability to deliver the desired results and the value an agile team brings to the organization.
As the Managing Director of Revolutionary Performance Management, Inc., Don Wilson has analyzed, planned, and implemented technology strategies for top tier companies such as Sprint, Marriott, AARP, and most recently the American Chemical Society. He is a Certified Project Management Professional, a Certified Scrum Product Owner and a Certified Scrum Master. He has a reputation for reviving โtroubledโ projects, achieving successful outcomes, and exceeding expectations. He is known as the โproject-whispererโ for his ability to navigate effortlessly between business and technical groups to identify unspoken requirements.
Read more about Don Wilson on the Agile Philly website for this event at: http://www.agilephilly.com/events/2014-agile-requirements or www.thinkrpm.com
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
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Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
ย
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
Agile Project Failures: Root Causes and Corrective ActionsTechWell
ย
Agile initiatives always begin with the best of intentionsโaccelerate delivery, better meet customer needs, or improve software quality. Unfortunately, some agile projects do not deliver on these expectations. If you want help to ensure the success of your agile project or get an agile project back on track, this session is for you. Jeff Payne discusses the most common causes of agile project failure and how you can avoid these issuesโor mitigate their damaging effects. Poor project management, ineffective requirements development, failed communications, software development problems, and (non)agile testing can all contribute to project failure. Learn practical tips and techniques for identifying early warning signs that your agile project might be in trouble and how you can best get your project back on track. Gain the knowledge you need to guide your organization toward agile project implementations that serve the business and the stakeholders.
Smu mba sem 3 PM spring 2016 assignments, smu solved assignments ,smu assignments ,smu mba assignments ,smu mba solved assignments ,smu mba spring 2016 assignments
Catalyze Webcast - Carey Schwaber From Forrester Research - 10 Tips For Drivi...Tom Humbarger
ย
These are the slides from Carey Schwaber's webcast for the Catalyze Community on June 12, 2008.
"Itโs no secret that in the battle to bring effective business software to market on time and on budget, business analysts are on the front lines. What can business analysts do to improve requirements definition practices and make a difference in project outcomes? Join us as Forrester Senior Analyst, Carey Schwaber, shares a set of 10 practical tips that you can immediately put into action in your organization."
Casestudy: The Case of bench managementrockingsindi
ย
For students and specially of Management, it is very difficult to solve casestudy and that too from different angles. Here is one of the casestudy from the Book "Human Resources Management: Text and Cases
By Rao". There are many points included wich are sayings of Experts too.
Tales of {Good Teams'} Failures - Case Studies, Root Causes & RecommendationsMirketa Inc
ย
This article is a collection of short case studies where teams failed to meet the expected results. The underlying companies were of different sizes, culture and industries. The only thing common across the board was the quality of the people โ all the teams had bright individuals that had a track record of success.
About the Author --
Rajeev Kumar is a senior partner at Mirketa Inc. Rajeev specializes in managing complex programs, developing lean processes & teams and setting up governance. He has over 18 years of experience working in executive, middle management and individual contributor roles at startups and fortune 500 companies from different industries and countries. Prior to Mirketa, Rajeev founded 2 startups in the financial planning and event management space.
Human Performance improvement for the Turkish Energy SectorGSE Systems, Inc.
ย
This presentation was given by GSE Systems at the 2015 Energy Istanbul conference. For more information, go to www.gses.com or follow GSE Systems on Twitter @GSESystems. Thanks for viewing!
Wipro helps customers do business better by leveraging our industry-wide experience, deep technology expertise, comprehensive portfolio of services and vertically aligned business model.
Wipro also gives highย importance to Human Resource Management. The company is Indiaโs 6th top employer. But the company is not even in the top 20 best employers of the country while their competitors like TCS, Infosys etc. are always in the top ten . Therefore it can be judged that the HR functions in the company need toย be thoroughly reviewed.Wipro also gives highย importance to Human Resource Management. The company is Indiaโs 6th top employer. But the company is not even in the top 20 best employers of the country while their competitors like TCS, Infosys etc. are always in the top ten . Therefore it can be judged that the HR functions in the company need toย be thoroughly reviewed.
Agile Requirements Agile Philly HandoutsDoniel Wilson
ย
Agile Requirements Management is about mitigating risk and considering trade-offs that can be made early in the planning process.
While Agile improves many components of software delivery, one constant struggle for development is being able to accurately discern what the customer wants. This discussion will address common pitfalls in the requirements management cycle.
Don will highlight risks and present several strategies to mitigate these risks to improve the ability to deliver the desired results and the value an agile team brings to the organization.
As the Managing Director of Revolutionary Performance Management, Inc., Don Wilson has analyzed, planned, and implemented technology strategies for top tier companies such as Sprint, Marriott, AARP, and most recently the American Chemical Society. He is a Certified Project Management Professional, a Certified Scrum Product Owner and a Certified Scrum Master. He has a reputation for reviving โtroubledโ projects, achieving successful outcomes, and exceeding expectations. He is known as the โproject-whispererโ for his ability to navigate effortlessly between business and technical groups to identify unspoken requirements.
Read more about Don Wilson on the Agile Philly website for this event at: http://www.agilephilly.com/events/2014-agile-requirements or www.thinkrpm.com
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
ย
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
ย
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
Agile Project Failures: Root Causes and Corrective ActionsTechWell
ย
Agile initiatives always begin with the best of intentionsโaccelerate delivery, better meet customer needs, or improve software quality. Unfortunately, some agile projects do not deliver on these expectations. If you want help to ensure the success of your agile project or get an agile project back on track, this session is for you. Jeff Payne discusses the most common causes of agile project failure and how you can avoid these issuesโor mitigate their damaging effects. Poor project management, ineffective requirements development, failed communications, software development problems, and (non)agile testing can all contribute to project failure. Learn practical tips and techniques for identifying early warning signs that your agile project might be in trouble and how you can best get your project back on track. Gain the knowledge you need to guide your organization toward agile project implementations that serve the business and the stakeholders.
Smu mba sem 3 PM spring 2016 assignments, smu solved assignments ,smu assignments ,smu mba assignments ,smu mba solved assignments ,smu mba spring 2016 assignments
Catalyze Webcast - Carey Schwaber From Forrester Research - 10 Tips For Drivi...Tom Humbarger
ย
These are the slides from Carey Schwaber's webcast for the Catalyze Community on June 12, 2008.
"Itโs no secret that in the battle to bring effective business software to market on time and on budget, business analysts are on the front lines. What can business analysts do to improve requirements definition practices and make a difference in project outcomes? Join us as Forrester Senior Analyst, Carey Schwaber, shares a set of 10 practical tips that you can immediately put into action in your organization."
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Memorandum Of Association Constitution of Company.pptseri bangash
ย
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
ย
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
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HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Improving profitability for small businessBen Wann
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.๐คฏ
We will dig deeper into:
1. How to capture video testimonials that convert from your audience ๐ฅ
2. How to leverage your testimonials to boost your sales ๐ฒ
3. How you can capture more CRM data to understand your audience better through video testimonials. ๐
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
"๐ฉ๐ฌ๐ฎ๐ผ๐ต ๐พ๐ฐ๐ป๐ฏ ๐ป๐ฑ ๐ฐ๐บ ๐ฏ๐จ๐ณ๐ญ ๐ซ๐ถ๐ต๐ฌ"
๐๐ ๐๐จ๐ฆ๐ฌ (๐๐ ๐๐จ๐ฆ๐ฆ๐ฎ๐ง๐ข๐๐๐ญ๐ข๐จ๐ง๐ฌ) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
๐๐ ๐๐จ๐ฆ๐ฌ provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
โญ ๐ ๐๐๐ญ๐ฎ๐ซ๐๐ ๐ฉ๐ซ๐จ๐ฃ๐๐๐ญ๐ฌ:
โข 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
โข SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
โขFreenBecky 1st Fan Meeting in Vietnam
โขCHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
โข WOW K-Music Festival 2023
โข Winner [CROSS] Tour in HCM
โข Super Show 9 in HCM with Super Junior
โข HCMC - Gyeongsangbuk-do Culture and Tourism Festival
โข Korean Vietnam Partnership - Fair with LG
โข Korean President visits Samsung Electronics R&D Center
โข Vietnam Food Expo with Lotte Wellfood
"๐๐ฏ๐๐ซ๐ฒ ๐๐ฏ๐๐ง๐ญ ๐ข๐ฌ ๐ ๐ฌ๐ญ๐จ๐ซ๐ฒ, ๐ ๐ฌ๐ฉ๐๐๐ข๐๐ฅ ๐ฃ๐จ๐ฎ๐ซ๐ง๐๐ฒ. ๐๐ ๐๐ฅ๐ฐ๐๐ฒ๐ฌ ๐๐๐ฅ๐ข๐๐ฏ๐ ๐ญ๐ก๐๐ญ ๐ฌ๐ก๐จ๐ซ๐ญ๐ฅ๐ฒ ๐ฒ๐จ๐ฎ ๐ฐ๐ข๐ฅ๐ฅ ๐๐ ๐ ๐ฉ๐๐ซ๐ญ ๐จ๐ ๐จ๐ฎ๐ซ ๐ฌ๐ญ๐จ๐ซ๐ข๐๐ฌ."
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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Discover the innovative and creative projects that highlight my journey throughย Full Sail University. Below, youโll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
ย
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
1. Aum gam ganapataye namya.
The Top Five
Mistakes In Running
Offshore Development
Centres
Vimal Kumar Khanna
mCalibre Technologies
2. Contents
1.1 Abstract 3
1.2 Keywords: 3
1.3 Introduction 3
1.4 Lack of Knowledge & Preconceived Notions of Running ODC 3
1.4.1 Case Study #1 4
1.4.2 Case Study #2 4
1.5 Absence of Local Senior Leadership in ODC 5
1.5.1 Case Study #3 5
1.6 Improper Inter-location Management Structures 6
1.6.1 Case Study #4 7
1.7 Insufficient Growth for ODC Employees 7
1.7.1 Case Study #5 8
1.8 Over Insistence on Cost Reduction 9
1.8.1 Case Study #6 9
1.9 Authorโs Profile 10
2|Page
3. 1.1 Abstract
Global companies are running software Offshore Development Centres (ODCs) in
distant countries. These companies have augmented their software teams in global
Head Office (HO) with teams in ODC. ODCs generally have strong capable teams and
have the potential to make much more significant contributions than they are currently
making. Global companies must make the right decisions and evolve the right
mechanisms to fully realise the potential of their ODCs. Unfortunately, a number of
companies are making some mistakes in running their ODCs. We describe the top five
mistakes being made by global companies in running ODCs, with Case Studies of US
companies like Novell, Cabletron, Cisco, Google, Atheros and leading Tier 1 funded
startups running ODCs in India. We also suggest the right approaches that should
instead have been adopted.
1.2 Keywords:
Offshore Development Centre, Software Project Management, Organisation Structure
1.3 Introduction
A large number of companies are running software ODCs and have teams spread
across their HO and ODCs. ODCs generally have strong capable teams that can
make significant contributions to their global companies. Companies must choose the
right strategies, make the right decisions and evolve the right mechanisms to fully
realise the potential of their ODCs.
Unfortunately, a number of companies are making some mistakes in running their
ODCs. Due to these mistakes their ODC contributions are getting severely
constrained.
We describe the top five mistakes being made by global companies - having
preconceived notions for running ODC; not creating senior leadership layer in ODC;
improper HO-ODC management structures; not providing fair opportunities to ODC
employees to rise to the global top positions; and overstressing on cost reduction in
ODC even at the cost of its deliverables. We share Case Studies from US companies
like Novell, Cabletron, Cisco, Google, Atheros and leading Tier 1 funded startups
running ODCs in India. We also suggest the right mechanisms that should instead
have been adopted.
1.4 Lack of Knowledge & Preconceived Notions
of Running ODC
It has been observed that sometimes the company top management either has lack of
sufficient knowledge or has some preconceived notions about the work culture,
management practices/processes, employee sensitivities and ways of running an
ODC in the chosen country.
3|Page
4. In case of their lack of knowledge, the company corporate management blindly starts
imposing the HO norms on ODC. In case of having pre-conceived notions, the
corporate management keeps making decisions for ODC as per those notions.
Unfortunately, most of these decisions are wrong since these are based on wrong
premises.
Companies should instead get the actual information about the work culture in ODC
country and then make their decisions. We have also observed that although some
companies do want to gain this information they are using wrong means for this
purpose. These means themselves backfire on ODCs, further worsening the situation
for the company.
1.4.1 Case Study #1
A US company had an India ODC. Growth aspirations of engineers differed among
these two countries. Engineers in US want to be specialists in their domain and gain
long experience before switching roles. Hence, they remain in technical role for many
years (say, 14+ years) before deciding to switch to managerial positions.
In India, a large number of engineers look for all-round growth where they can handle
positions with both technical and managerial responsibilities. Engineers switch to
management positions faster, say at 8+ years experience. Hence the professionals in
technical ladder are generally much younger in India than in US.
The VP Engineering in US desired that the ODC must hire senior technical persons,
equivalent to experience levels in US. ODC tried hard to find very senior engineers.
However, most of such senior personnel in the industry were handling management
roles. Further, even if senior engineers were available, their experience was not totally
relevant to the technology domain of company products.
Hence, ODC Head wanted to hire engineers with lesser experience, but with all
experience being relevant to companyโs technology domain. However, VP
Engineering refused to relax the experience requirement. In desperation, the ODC
Head used an ingenuous way to satisfy the VP Engineering. He hired senior
engineers with 8+ years experience even if they had only half or lesser experience
relevant to the companyโs technology domain!
VP Engineering was satisfied by this convoluted solution, since he was just concerned
about experience levels of engineers. However, the solution was obviously inefficient
for the company. The ODC could have better hired young engineers with just 3-4
years experience, but totally relevant to companyโs technology domain. These
engineers would have cost lesser and would have still performed at par with these
senior engineers.
Hence, the better option for VP Engineering should have been to just insist on the
ODC delivering expected results rather than insisting on the approach to achieve them.
The ODC Head should have been given flexibility on hiring a team with right
experience levels to achieve the results.
1.4.2 Case Study #2
A company decided to appoint one of its US senior management team members as
Managing Director designate for newly created India ODC. His name was yet to be
formally announced in India. He realised that he lacked knowledge of running a
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5. company in India. He decided to interact with heads/senior managers of other India
ODCs to gain this knowledge.
The right option for this purpose would have been for him to join some CEO Forums in
India, where he could learn from his peers. He, instead, devised a convoluted way of
achieving his objective. He asked the ODC to announce a fake requirement of hiring
Managing Director for the ODC.
Senior professionals from industry applied for the position and he started conducting
fake interviews of candidates. The interviewees started getting suspicious when they
realised that he was only asking questions like names of good recruitment/PR
agencies, new products to be developed, management hierarchy/practices to be
followed in ODC, etc. Absolutely no questions were being asked to judge the
intervieweeโs qualification, personality, expertise and fitment for the job.
Later the company made public announcement of the interviewer himself taking over
as the Managing Director of ODC. The senior professionals who were interviewed
realised that they had been taken for a ride. They vented their anger by discussing this
unethical behaviour of the company in some well known Discussion Forums for senior
professionals in India. The company credibility was damaged and later it became
difficult for it to get senior professionals apply to it for other senior management roles.
1.5 Absence of Local Senior Leadership in ODC
Some companies, in the name of โnot losing controlโ on ODC, refuse to hire a local
head or senior leadership team for ODC. All the control vests in the management
team in HO.
However, this approach fails to deliver since the HOโs management experience of
running the company in its own country is not quite relevant to running the ODC in a
different country due to major differences in work culture, employee capabilities,
employee growth aspirations, management structure, etc.
A local ODC Head is instead required, who has had long experience of heading teams
in the ODC country. He would have a deep understanding of local work culture and
knows how to manage teams in ODC to deliver the best results.
1.5.1 Case Study #3
A US company decided against hiring a local professional for India ODC Head
position. Its logic was that since one of its very senior managers in US is originally a
native from India, he โunderstandsโ India. The company posted this professional as
ODC Head.
However, the person had left India many years back to pursue a career in US. He had
spent almost all his career working in US. Further, when he had left India he was just
a young engineer. He had absolutely no experience in being a manager and
managing teams in India. His knowledge of capabilities of teams in India, work culture,
management processes/practices, etc. was very limited or was almost two decades
old. He tried to apply his limited and outdated India work culture knowledge for running
the ODC, but it obviously failed to deliver in the current environment.
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6. Hence, the company learnt that his originally being from India had only made him
aware of the โcultureโ of India, but not โwork cultureโ in India. Hence he failed to
deliver.
1.6 Improper Inter-location Management
Structures
Companies must decide appropriate Inter-location management structures between
ODC and HO that deliver the best results. The reporting of both the ODC Head and
the ODC Senior Managers to appropriate HO authorities need to be sensibly decided.
Companies generally assign the overall responsibility for the ODC to a senior
manager (VP or above) within HO. He is a part of the global top management team
and is accountable to the company on ODC related matters. He is responsible for
overall success of ODC; making strategic decisions about growth of ODC; and for
approving budgets for ODC. A major responsibility for this head is to ensure that ODC
gives requisite cost saving benefits to the company, as was envisaged at the time of
creation of ODC. The local ODC Head directly reports to this person in HO.
Companies must ensure that this critical responsibility in HO is handled only by a
Profit Centre Head.
A major reason for the company to run an ODC is cost reduction. Only a Profit Centre
Head has the knowledge, expertise and capability to make the right decisions on
deciding the responsibilities, activities and growth plans for ODC to give good cost
benefit to company.
It has been observed that some companies make the mistake of making the ODC
report only to the VP Engineering in HO, instead of a Profit Centre Head.
Unfortunately, the Key Result Area for VP Engineering is only to ensure the success
of project deliverables, and not achieving high profits by reducing costs. Further, his
expertise in handling Profit Centre responsibilities is also limited, since his traditional
job responsibilities do not train him for that. He cannot appreciate the nuances of
making right decisions to improve companyโs cost savings due to an ODC.
VP Engineering also has an engineering team in HO. With limited appreciation of cost
saving requirements, he would like to manage projects close to his own location,
rather than at a long distance. He would prefer to grow the size of HO team instead of
ODC team, increasing company cost.
Hence, the company must ensure that this responsibility is given to a Profit Centre
Head and not to VP Engineering. ODC Head must directly report to this Profit Centre
Head in HO. Further, ODC Head should also have an interface with VP Engineering,
but only for project related purposes.
Further, ODC senior managers are responsible for developing some product modules
and their overall product heads are sometimes based in HO. These managers should
not only report to ODC Head but should also have project related reporting to Product
Heads (say, Directors) in HO. Unfortunately, sometimes companies do not create the
right inter-location management structures for this purpose, resulting in manager
displeasure, insecurities, and severe impact on the deliverables of ODC.
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7. 1.6.1 Case Study #4
A company had a Director in US managing a big project. A large part of the project
team was in India and a very small part of the team was in US. As project grew in size,
the VP Engineering realised that US Director was not able to manage the large multi-
location team.
The company hired a Director in India for managing the India team of the project. The
US Director was given responsibility of managing his US team and handling inter-
location dependencies of the project.
Since US Director was handling a very small team he felt that his authority had been
significantly eroded. He started feeling insecure suspecting that slowly the complete
project would be transferred to India. Hence, he decided not to relinquish full control
over India team and started resorting to undue means to exercise control on them. He
directly started instructing the India team members; started interviewing new
candidates for India hiring; ignored India Director on multiple instances, etc.
As was expected, contention arose between the Directors in the two locations. The
India Director got frustrated and left the company within a short span of his having
joined the ODC. The situation was back to square one, with US Director again having
to manage a large team, impacting deliverables.
Instead, the better option would have been for VP Engineering to have a well defined
role for US Director that would not have made him feel insecure. The US Director
could have been given some major responsibilities in US, say project management
responsibility of an additional large team, along with the responsibility of handling
inter-location dependencies of this project. The US Director would have then not felt
insecure with success and growth of India team.
1.7 Insufficient Growth for ODC Employees
Company should realise that capable personnel are available in all its locations. It
must treat all the employees on equal terms. Capable ODC professionals should get
full opportunity to rise to the top positions of the global company, even to the global
Managing Director position.
Unfortunately, in a number of companies only the HO employees get opportunities to
rise to the top positions by virtue of their being located in HO.
A company must ensure, for its own good that its top management must consist of its
most capable employees who can make the right strategic decisions for companyโs
success. Companyโs own interests are harmed if more capable personnel in ODC do
not reach the top management positions, and these positions are instead filled by less
capable HO personnel, solely based on their location.
However, company must also realise that senior professionals in HO have been
working on company products for many years, and hence are more knowledgeable
about companyโs products, technologies, markets, key customers, etc. ODC is
generally established quite late in company lifecycle, and hence its employees may
have much lesser experience on the same. The company would be taking a big risk if
it promotes ODC senior capable professionals to top management positions without
their getting enough hold on company know-how, products, markets, etc.
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8. If ODC has bright professionals they would have the talent to pickup new concepts
fast. Company must take up the responsibility of grooming these professionals for top
positions by mentoring and training them on the company
technologies/products/markets; by offloading more complex tasks to them to allow
them to hone their skills; and offer them slowly increasing higher responsibilities to
prepare them for the challenges for the top positions.
1.7.1 Case Study #5
In a company, the highest technical grade was the โFellowโ Grade. Only the top 8-10
technical architects in the whole company reached this grade. The Fellows, as a group,
were responsible for deciding the overall technical strategies of the company. Hence
they were effectively deciding the future of the company.
The decision on promotions to Fellow grade was made by a selection committee
consisting of current Fellows and Engineering VPs of different product divisions.
The company had been running the India ODC for many years but no one from ODC
had ever been promoted to Fellow grade. The ODC had a very capable architect.
Over the years he had demonstrated that he was technically more capable than his
counterpart architects in HO, including some existing Fellows. His name for promotion
to Fellow grade had been put forward to the selection committee repeatedly but the
committee invariably rejected his case, year after year.
The ODC had multiple teams. Each team was dedicated to an individual product, with
final reporting into VP Engineering of that product in HO. The reason for rejection of
the architect was not his merit but a peculiar situation created by this reporting
structure. The architect belonged to a product team where its HO counterpart team
had no Fellow among them. The HO counterpart team also had an architect who was
being considered for promotion to Fellow grade for many years. Each year when the
ODC architectโs case was being considered by the selection committee, the case of
that HO architect was also being simultaneously considered. Since the selection
committee had no representative from ODC, the ODC architect case used to be raised
by the product VP Engineering. However, the VP Engineering wanted his HO architect
to grow to Fellow grade first, since he strongly believed that product architecture
needs to be โcontrolledโ from HO. Hence, in the selection meetings the VP
Engineering would invariably end-up raising the case of HO architect more strongly as
compared to the ODC architect. Since the proposer himself was not raising the case
of the candidate strongly, the selection committee invariably used to vote out the ODC
architect.
These repeated rejections made the ODC architect feel dejected and he was even
contemplating leaving the company.
However, one year the HO architect from the product team got the requisite votes
from the selection committee and was promoted to Fellow grade. Interestingly, the
very next year the ODC architect got promoted to Fellow grade by winning the
maximum votes from the selection committee based on his credentials. Interestingly,
despite the same credentials his case had been rejected for years. The reason was
simple โ it was the first time that the VP Engineering had sincerely taken up the
credentials of the ODC architect in the selection committee meeting, since he did not
have to take care of case of any HO architect now.
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9. Hence, even though the ODC architect had the best credentials among all Fellow
candidates he could not be promoted for years, solely because of the faulty
composition of the selection committee.
If, instead, the selection committee had a representative from ODC (say, the ODC
Head), he would have taken up the case of ODC architect strongly even earlier. That
would have created a level playing field between ODC architect and HO architect, and
only the most meritorious among them would have been promoted first.
1.8 Over Insistence on Cost Reduction
An important reason for running an ODC is to lower the company costs. However, cost
alone should not be the only consideration for running an ODC since it can impact its
delivery capability.
However, some companies make all their decisions driven only by the cost reduction
factor. Over insistence on cost reduction leads to weakening of ODC delivery
capability due to inability to hire good talent and employee attrition.
A weak ODC imposes restrictions on the type and size of projects that can be
offloaded to ODC, since there is a fear that these may not be successful. Hence, large
and complex projects still end up being executed in HO, leading to HO team remaining
very large and ODC team always being small. Hence, the irony is that the steps being
taken by company to lower its costs end up forcing the company to increase its costs
by hiring more employees in HO instead of ODC!
Instead, companies should take a balanced view on all aspects of running the ODC.
They should never try to reduce costs at the cost of the delivery capabilities of ODC.
1.8.1 Case Study #6
A company decided to establish an India ODC. It realised that good talent specific to
its technology domain was available in a City โAโ where salary levels were higher than
other Indian cities. The company wanted a significant cost saving and hence
established the ODC in another City โBโ, which had lower salary levels.
The ODC tried hard for many months to hire senior talent specific to its technology
domain but could not hire such professionals in its City B. Further, senior
professionals from City A in relevant technology domain were not willing to move out
of their city since their families were well entrenched there - with issues like spouseโs
job, childrenโs school, etc.
Only some mid-level candidates from City A applied to the ODC. They had the
relevant technology expertise. Since these candidates were getting high salary jobs in
their own city and needed to shift base to another city to join the company ODC, they
were asking for a significant premium over their current salary levels.
If, instead, these candidates were to take up a job in another company in City A itself,
they would have joined at a reasonable hike without asking for a premium. Hence, the
irony was that the basic reason for opening the centre in City B was to save costs
significantly, but the company was going to end up adding much more significant cost
in hiring professionals than a company based in City A!
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10. Since the core purpose of establishing the ODC in City B was high cost saving, the
company refused to meet high salary demands of City A professionals. Hence, ODC
had to either hire senior professionals from City B with non-relevant technology
domain experience or hire freshers from colleges. ODC deliverables were significantly
impacted.
1.9 Authorโs Profile
Vimal Khanna is Founder and Managing Director of mCalibre Technologies. He has
over 25 years software industry experience. He is listed in โMarquis Whoโs Who in the
Worldโ. He is also Honorary Editor of โIEEE Communicationsโ since 1999. His papers
have appeared in leading international journals/conferences, including PMI Global
Congress.
.
Email: vimal_kumar_khanna@yahoo.com
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