Offshoring To India Protecting The Value Of Your Investment-1926年属相�

UnCategorized You’ve established your India offshore center. You’ve navigated the initial transition hurdles. You have competent management in place at both ends. You’ve hired, oriented and trained the first employees. Work has started to flow between the onshore and offshore teams. No major catastrophe has occurred in terms of missed deadlines, botched projects, or information security breaches. As the start-up phase of your offshore undertaking comes to a close, you’rebreathing a sigh of relief. Benefits of Offshoring to India vs. Costly Complications As you scale up your operations, however, a number of unanticipated complications arise. You no longer have access to as many employees who have prior experience with American or multinational companies. Back home, as more projects move offshore, the virtual global teamwork pattern impacts ever-larger numbers of onshore employees, who now work daily with offshore counterparts. The growth of your offshore center puts in place a whole offshore management structure in India that may or may not mesh well with your domestic structure. Now things aren’t going so smoothly any more. Employees at both ends exhibit symptoms of stress. Frictions and mutual irritations don’t disappear with time. You hear complaints about communication failures, commitments not met, time consuming re-works, and tensions around matrix reporting structures. If you ignore this state of affairs long enough, you get to the point where initial good will and positive expectations between the onshore and offshore teams give way to finger-pointing and mutual blame. This impacts retention and results, and chips away at the cost advantage and other strategic reasons for which you offshored to India in the first place. Global Management Challenge: Operational Issues and Cultural Differences At this pain point, you begin to worry about whether the benefits of offshoring to India are worth the investment you’ve made. You may be tempted to give up and go home. Alternatively, you may come to realize that the economic advantage of offshoring to India is being undermined by operational and cross cultural issues you didn’t anticipate, or ignored, at the beginning of your India offshore engagement. It’s typically at this stage that leaders of offshore initiatives seek help from global management consultants and cross cultural experts. But while there are tested solutions to both types of issues, your history of operational weaknesses and cross cultural mismatches has already left negative tracks in people’s minds and attitudes. Remediation, as usual, is harder than prevention. There may also be a diagnosis of the problem that confuses strictly operational issues (fairly generic) with cultural differences in assumptions, expectations and behavior (highly region-specific). This may result in lumping together problems such as the different meanings of "yes, no and maybe" in American and Indian culture with issues such as time zone differences, HR policies, decision-making structures, and hand-off protocols. One hears amusing questions such as "Do they (Indians) have a cultural resistance to our practice of taking work home?" . . . not realizing that the telecommunications infrastructure considered normal in an American home is not standard in India, and that U.S. employment policies around flex time and working from home are not the norm either. The expectation is either that (a) cross cultural awareness will solve the operational issues, or that (b) the cross cultural issues can be addressed adequately though operational improvements – and that these issues can be dealt with through a series of quick fixes without needing to look more deeply into root causes. Four Steps to Address Operational and Cultural Issues Start with the premise that the operational and cultural issues threatening your India offshore investment, while overlapping in their impacts, need to be addressed as distinct. Furthermore, that both require root-cause analysis and as well as some quick-win actions on the way to impacting results in the long term. Finally, that the use of specialized outside expertise, rather than relying exclusively on improvising in-house, is likely to amply repay the cost. When your offshore engagement reaches the rapid growth phase (or better yet, before you move into it), take the following four proactive organizational steps: 1.A systematic assessment (at both ends) of cultural communication and work style differences impeding the effectiveness of your teams. 2.Region-specific cross cultural awareness training, customized to your company, and delivered to all levels of your management and workforce (both offshore and onshore), starting at the top. 3.Facilitated strategic analysis of the strengths, weaknesses, threats and opportunities present in your offshore operational model, involving key stakeholders on both sides. 4.A facilitated strategic development process involving these key stakeholders in strategic planning, organizational execution (including structures, processes and skills development), and results tracking over time. Adopt this approach to seriously addressing both the cultural and the operational issues offshoring to India can face, and you will be much better equipped to weather the challenges of your rapid offshore expansion. About the Author: 相关的主题文章: