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Jechul Wee Resume | Global Outsourcing | Organizational Structure | On Authority | Links | Contact On Authority Written by: Jechul Wee A proper authority need to be given to the offshore and onshore resources. This can only be achieved with time; sooner an organization can reach this maturity, a greater productivity will result.
Without proper authority, no decision can be reached. When decision cannot be made, time will be spent on excuses rather than work that generate results.
All decisions are not created equal. First, isolate what decisions impact internal and external clients. For example, changing content on a website that faces client is external facing. A proper control and communication are required to publish information in external facing websites. These changes must follow strict approval process. What if the approval process can be happen in both onshore and offshore? This is a type of question that the organization must answer.
In recent technology offshore model, much of the business decisions cannot be made along with the technical decisions. There may not be much room to increase the process of approving decisions in offshore until business decision can be made during offshore hours.
However, everything leading up to the business decision can still be made by the offshore. Related work may include: development, unit testing, QA (quality assurance) testing, etc. With proper rollback procedure to remove the changes, a team maybe able to accomplish required work to be approved by the time the business owners arrive next morning. The greatest dependency to make this work is a proper communication through easy to understand requirements. As onshore and offshore teams work together over some period of time, this communication will become streamlined.
Create decision makers who can approve all different levels of technical approvals. Proper reporting of decision process should be reported to proper authorities. Outlining procedures to make decisions must be formulated. At first, there will be mistakes will surface, but recognize these as needed history to base future decisions. Identify and groom organizational decision makers. Trust and give them authority to perform their jobs to their fullest.
Remember that the true objective of offshore is to expand hours of work can be completed in one day. When decision makers become bottleneck to offshore model you have, you will experience slower turnaround time to complete tasks. A good check is to compare duration of work completed entirely onshore to the similar work being sent to offshore. If the later takes twice as long, you know you are not utilizing your offshore resources. Often times, you will see that the duration is directly related to lack of offshore authority to complete work. Create counter parts of decision makers. If you would like to shorten the grooming time, send one of the decision makers to offshore until a suitable decision maker can be groomed. Target your goals to double productivity and reduce operational cost in half.
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