"You're in a space warp where you don't know you're in Bangalore."Is what we see depicted in these snapshots of work life in Bangalore really much different from what happens in our own work places? Is the software development industry marked by diversity of approach or is its culture, professional norms and values much more homogeneous than expected?
The films are available to purchase from www.der.org
From Slashdot... "GM's new CIO Randy Mott plans to bring nearly all IT work in-house as one piece of a sweeping IT overhaul. It's a high-risk strategy that's similar to what Mott drove at Hewlett-Packard. Today, about 90% of GM's IT services, from running data centers to writing applications, are provided by outsourcing companies such as HP/EDS, IBM, Capgemini, and Wipro, and only 10% are done by GM employees. Mott plans to flip those percentages in about three years--to 90% GM staff, 10% outsourcers. This will require a hiring binge. Mott's larger IT transformation plan doesn't emphasize budget cuts but centers on delivering more value from IT, much faster--at a time when the world's No. 2 automaker (Toyota is now No. 1) is still climbing out of bankruptcy protection and a $50 billion government bailout." For more see Information Week (July 09, 2012)
"Managers frequently ask for best practices for managing their global teams, and recently we've noticed some common themes. Here are the three questions that keep coming up again and again, and what the research tells us about how to address them..."Reference: Managing a Virtual Team, by Mark Mortensen and Michael O’Leary (link), published: 9:52 AM Monday April 16, 2012
"...managers of virtual teams should have dual, complementary objectives: structure and socialize. First they must shift their teams' work practices away from the dynamic adjustment outlined above towards more structured coordination. Clear team-level work processes, output requirements, and group norms reduce the complexity of virtual team coordination from coordinating efforts across multiple sites to aligning one's efforts with a single, consistent set of expectations. Second, as the speed of today's economy means no team — collocated or distributed — can eliminate all such dynamic adjustment, virtual team managers also work to support and facilitate dynamic adjustment when it's required by promoting and encouraging informal interaction."
