LinkedinLunatics

My own experience of being, within a large transnational company, technical lead of a small team based in India for a cross-border software development project, is that their own management structures over there were spectacularly incompetent (and I come from a country - Portugal - were management practices are, IMHO, shit compared to the rest of Europe).

Amongst other things, they still had ancient management practices such as "managers must always earn more than technical personnel" which meant that even a junior manager earned more than a senior developer, in turn directly leading to bright young developers moving to management (were they were invariably shit) within maybe 5 years purelly because it was the only way to earn more money, so as a result the broader team (so, not just my project) there had no good senior developers - it was either "senior" in the sense of lots of years working there rather than senior-level expertise or a handful of junior and mid-level devs who were good at that level and could turn into competente senior techies, but were bound to transition to management as even a junior manager earned more than a senior techie.

Other "funny" things were how nobody there would never, ever, ever admit not to have fully understood something or needing more clarification during an open call about the project next-steps with the rest of the team, so I had to do "special handling" for my remote team of talking to each one individually and carefully tease away their questions with some kind of "it's on me" excuse, for example, saying that "I want to make sure I explained things correctly and didn't miss anything important". Notice that my Indian colleagues who were not based in India but rather sat with the rest in London, did not have that peculiar behaviour.

Unsurprisingly, that outsourced team which existed as part of an outsourcing division the senior management of the company had decided to set up in India to cut development costs, didn't actually add significant value because of the overhead of dealing with them and the need to check and correct their work, mean that the vastly more senior - and costly, as half of us were contractors - team in London (of which I was part) ended up losing almost as much time dealing with them and the side-effects of the low quality of their work as was gained from having that India-based team doing part of the development work.