Tag Archives: career management

What Business Are You Really In? As Applied to Employees.

Peter Drucker. Everyone knows about the management legend who transformed American businesses. One of the most important question from Drucker was – what business are we really in? The most famous example is that of McDonalds. He suggested that McDonalds’ primary business is NOT food. It is real estate. The explanation is that they open… Read More »

Growth Crisis of Indian IT-Part3: 5 Benefits of ‘PASS Intrapreneurship’ for Global R&D Centers (and IT Service Providers)

This entry is part 3 of 3 in the series Indian IT: Growth & Innovation Crisis

I spoke about the crisis of service organizations in R&D space – especially in Indian IT context. Also wrote about innovation and new business efforts and why they are not working. Now, it is the time to see what is possible. As mentioned, there is over-supply of senior employees and the numbers keep adding. The… Read More »

Program Manager Technique: Be “Doorvaasa” for Better Command

In most structures I have seen, program manager role does not have direct reports. Nor he is expected to be technical/domain person. He ends up passing data back and forth and making status reports. When things go wrong he is answerable. From the perspective of ‘check list for the job design’, the balance of authority… Read More »

Grooming Technical Specialist to Technical Lead: 5 Critical Factors for Successful Role Transition

As a manager, how do you define the most valuable technical member in your team? He is Quite hardworking Is a specialist in his area of expertise Keen on learning new topics around technology and the domain Very hands on Customers like him You are highly depending upon him So far so good. Within no… Read More »

Harvard Is Wrong About Performance Appraisal. And, You Don’t Care ?

I stumbled upon an article in Harvard Business Review about appraisal – “Let’s Abolish Self Appraisal”. Totally shocked to read it. The gist is –  Managers know the best. Since they know what rating to give, there is no need for self appraisal. Just pronounce the rating and close the meeting. In self appraisal, employees make false… Read More »

PMO Practice Head: Driving Delivery Of All Projects

This entry is part 8 of 12 in the series Tech Company Casestudy

Program Management As the sales grew, the need for integrated solutions increased. This increased the number of projects involving multiple groups. Also for product within the same group, the influence and dependency of open source increased. So the need for synchronizing releases increased. Also the external partners increased. So did the outsourcing. All these increased… Read More »

Engineering Director: Accountability for R&D Management

This entry is part 7 of 12 in the series Tech Company Casestudy

The project is funded, thanks to the dynamic product manager. It is about to be started.  Engineering director has to be accountable for the delivery of the solution. He is contemplating how to structure the responsibility for this project. He is leading a large portfolio. There are five engineering managers under him. First group works… Read More »

Middle Management Roles: The Intended Audience

This entry is part 2 of 12 in the series Tech Company Casestudy

As I mentioned this is to bring clarity to the life of middle management professional under any title. There are many issues faced only at middle management level. There are many universal issues across geographies and industries. There are issues specific to industry, career stage and geography. I hope to trigger thoughts and get insights from:… Read More »