Tag Archives: Organization Design

Career Paths Do Not Exist. If They Do, They Are More like Bangalore Traffic Lanes.

Presentation time for my group. Human Resources manager presents the career paths that exist in the organization as I look on. “Good morning everyone. Let me walk you through the exciting career paths for you here!”. She went on to show the three clear distinct paths: Technical path: If you are technically sound, take this… Read More »

Over-Qualified for the Job? 5 Factors That Pull You Down

As manager, planning to hire overqualified professional for a role? If you are on the other side of the table- thinking of going to lower job than what you are qualified for? I have been on both sides. Also i have seen people on both sides. Here are some insights. Considering to move to lower role… 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 »

Growth Crisis of Indian IT-Part1: How Product Management Function Can Save Careers and Business

This entry is part 1 of 3 in the series Indian IT: Growth & Innovation Crisis

Crisis of R&D Service: You probably know this already. There is a set of organizations which provide services in IT, Engineering and R&D.  This article is about the crisis they are facing today. In particular – about these organizations in India which started booming in late 1990s.  And how they can re-invent. These R&D organizations fall into… Read More »

Agile, SCRUM and COMMUNISM: Must-follow Survival Guide for Your Organization

These days we all love agile. Don’t we? It improves release cycle Cheaper and better And – it is agile Team loves agile Fashionable But, I am afraid  – Agile is increasingly sounding like communism- rather socialism: 1. Discussions, books and trainings talk about destroying existing processesand creating fresh ones from scratch 2. Developers,  after… 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 »

4 Golden Rules of Organization Design: Do not Ruin Your Company By Creating Unnecessary Roles

As company grows, people grow in titles, salary etc. At some point, the growth slows. You will be tempted to create opportunities to keep people happy. Is it good thing to do ? Never Ever !! 4 Golden Rules To Follow While Creating New Roles: If the role does not add business value, do not create… Read More »

Program Manager: Delivery Responsibility of the Program

This entry is part 10 of 12 in the series Tech Company Casestudy

After getting assigned as program manager by director, program manager quickly starts his work. His job is complex: Nobody reports to him. He needs to get the delivery done from members named by EMs. He may not have the right technical background to fully understand what technical members. But, Has good past experience of successes and… Read More »

Engineering Manager: The Job of Line Management

This entry is part 9 of 12 in the series Tech Company Casestudy

After Engineering Director tasked them, the engineering managers swing into action. Consideration for the team formation: EMs know that individuals can not be perfect. But a near-perfect team can be formed considering the individual strengths, improvement areas, skills, career stage etc. The tech leaders and members need to be assigned to the project. In early… 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 »