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E-raamat: Leading and Motivating Global Teams: Integrating Offshore Centers and the Head Office

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Leading and Motivating Global Teams: Integrating Offshore Centers and the Head OfficeSuurem pilt
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This book provides techniques for offshore center managers and head office managers to motivate and manage globally distributed teams, which are spread across the offshore center and the head office, and thereby achieve higher productivity. Readers learn how to integrate the offshore center with the head office to make the offshore team an extension of the head office. While integrating teams with the head office, offshore center managers can still retain independence and authority to meet team aspirations.

The book provides insight into devising new organizational structures to balance the authority and responsibilities of offshore center and head office managers. Head office managers responsible for managing globally distributed projects learn how to achieve a higher success rate on their projects and be better rewarded for their efforts in offshoring. Head office managers also learn techniques to make more significant contributions in their expatriate assignments to the offshore center.

This book guides both the offshore center managers and the head office managers to fully realize the potential of the offshore center, which can result in higher revenues and profitability.
Contents v
Acknowledgments ix
About the Author xi
Chapter 1 Introduction
1(10)
A Note on Terminology
8(3)
Chapter 2 Be "Truly Global" in Outlook and Character
11(8)
2.1 Offshore Centers Are Not the Same as Outsourcing Vendors
12(3)
2.2 Offshore Center Teams Are Not Treated at Par with the Head Office Teams
15(1)
2.3 Concerns of Head Office Management
16(3)
Chapter 3 Authority and Freedom to Offshore Center Management
19(22)
3.1 Offshore Center Projects Are Extensions to Head Office Projects
21(1)
3.2 Overall Project Control Resides with the Head Office Management
22(2)
3.3 Head Office Project Head Exercises Direct Authority over Offshore Center Teams
24(1)
3.4 Match Offshore Center Management Authority with Their Responsibilities
25(1)
3.5 Capitalize on Location Strengths
26(1)
3.6 Head Office Project Head's Key Result Areas Not Aligned to the Company's Offshoring Objectives
27(4)
3.7 Additional Responsibilities of Head Office Management to Address Their Insecurities
31(10)
3.7.1 Additional Head Office Projects
31(1)
3.7.2 Project Coordinator for Independent Offshore Center Projects
31(2)
3.7.3 Align His or Her Key Result Areas to the Company's Offshoring Objectives
33(8)
Chapter 4 Integrate Offshore Center with Head Office but Retain Local Work Culture
41(14)
4.1 Avoid Imposing Head Office Norms on the Offshore Center
42(2)
4.2 Retain Offshore Center Career Growth Norms and Designations
44(3)
4.3 Downsize with Consideration to Local Sensitivities
47(3)
4.4 Share the Pain
50(2)
4.5 Local Management Committee to Decide Offshore Center Norms
52(3)
Chapter 5 Career Growth for Offshore Center Employees to Global Top Positions
55(14)
5.1 Need for Deserving Offshore Center Employees to Reach Global Top Positions
56(1)
5.2 Constraints to Global Career Growth of Offshore Center Employees
57(2)
5.3 Grooming Offshore Center Employees for Global Top Positions
59(1)
5.4 Fair Selection Process
60(1)
5.5 Avoid a Common Pitfall
61(8)
Chapter 6 Fair Representation of Offshore Center Management in Global Committees
69(12)
6.1 Global Management Committees
70(1)
6.2 Need for Offshore Center Representation in Committees
71(10)
Chapter 7 Look Beyond Offshoring Only Peripheral Projects
81(10)
7.1 Concerns of Head Office Management
82(1)
7.2 Problems in Offshoring Only Peripheral Projects
83(2)
7.3 Eliminating the Myths of Head Office Management
85(2)
7.4 Benefits from Offshoring a Balanced Mix of Projects
87(4)
Chapter 8 Avoid Over-Insistence on the Cost-Reduction Purpose of the Offshore Center
91(10)
8.1 Weakening the Offshore Center's Delivery Capabilities by Over-Insistence on Cost Reduction
92(2)
8.2 Invest in Strengthening Offshore Center Capabilities for Long-Term Cost Savings
94(7)
Chapter 9 Unified Awards across the Offshore Center and the Head Office
101(16)
9.1 Limitations of Local Awards within the Offshore Center
103(1)
9.2 Benefits of Instituting Global Awards
104(4)
9.3 Global Awards in Companies with Multiple Product Divisions
108(2)
9.4 Fair Evaluation Criteria for Global Awards
110(2)
9.5 Proposed Actions if Offshore Center Employees Fail to Win Global Awards
112(2)
9.6 Avoid Quotas in Global Awards
114(3)
Chapter 10 Roles and Responsibilities of the Offshore Center Head
117(24)
10.1 Factors Determining the Role of the Offshore Center Head
118(4)
10.1.1 Offshore Center Size and Growth Plans
118(1)
10.1.2 Visibility of the Company in the Country of the Offshore Center
119(1)
10.1.3 Head Office Senior Management's Knowledge of Running a Company in the Country of the Offshore Center
119(1)
10.1.4 Nature of the Projects to Be Offshored
120(2)
10.2 Functions Performed by the Offshore Center Head
122(15)
10.2.1 Setting up the Offshore Center
123(1)
10.2.2 Representing the Offshore Center to the Head Office Senior Management
123(1)
10.2.3 Managing Offshore Center Engineering Teams
124(6)
10.2.4 Building the Image of the Offshore Center in Its Country
130(1)
10.2.5 Attracting Talent to Grow the Offshore Center's Size
131(3)
10.2.6 Training and Skill Building of Offshore Center Teams
134(1)
10.2.7 Building the Offshore Center's Local Work Culture
135(1)
10.2.8 Representing the Interests of the Offshore Center in Global Committees
136(1)
10.2.9 Expediting Offshore Center Decision Making
137(1)
10.2.10 Overall Responsibility of the Offshore Center Support Functions
137(1)
10.3 Evaluating the Performance of the Offshore Center Head
137(4)
Chapter 11 Being an Expatriate Manager from the Head Office to the Offshore Center
141(16)
11.1 Roles and Responsibilities of an Expatriate Manager
142(4)
11.1.1 Transferring Knowledge of a Head Office Overall Project to the Offshore Center
142(2)
11.1.2 Establishing a Division in the Offshore Center
144(1)
11.1.3 Setting Up and Operating the Offshore Center
145(1)
11.2 Preparation Required for the Expatriate Manager Role
146(3)
11.3 Possible Additional Roles Post-Expatriate Assignment
149(1)
11.4 Avoiding Some Possible Mistakes in Planning Expatriate Assignments
150(7)
Chapter 12 Using the Offshore Center to Make Strategic Contributions to the Company
157(10)
12.1 Need to Involve the Offshore Center in Strategic Decision Making
158(2)
12.2 Conceiving New Products to Be Developed
160(3)
12.3 Entering New Services Domains
163(1)
12.4 Inorganic Growth through Strategic Acquisitions
164(3)
Appendix: Abbreviations and Acronyms 167(2)
Index 169
Vimal Kumar Khanna is the founder and managing director of mCalibre Technologies. He has more than 31 years of industry experience and has won multiple international honors for his contributions to the management and technology domains. He is listed in Marquis Whos Who in the World and is also Honorary Editor of IEEE Communications. His sole-authored papers have been published in leading global refereed journals, magazines, and conferences. He is a frequent speaker at Project Management Institute (PMI) Global CongressesNorth America, EMEA, and APAC. He has also acted as a source and contributor to multiple PMI global publications.
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