For anyone that has worked at "large global companies" they will know that Infosys and TechM are some of the worst things about working at said companies.
The best Indian engineers aren't working at these body shops, instead it's the bottom of the barrel and all of them are looking to either get promoted quickly or get out just as fast. As a result it's a revolving door of "resources" (urgh corp speak) that have to constantly be brought up to speed.
This is largely why most large enterprises operate on a bit of a seesaw w.r.t outsourcing.
They have in-house people do the thing, it's expensive and some new exec that just got hired or promoted tries to score a quick win outsourcing stuff.
So that continues for 2 years until exec gets their bonuses and leaves but now everything is a huge mess, business functions are paralyzed by outsourcing etc.
Some new exec that was brought in to take the fall gets thrown out despite none of this being their fault.
New expensive exec is hired to fix everything, they hire a new in-house team, usually at inflated rates because you need to offer a premium to clean up Infosys/TechM messes. Everything starts looking good again after 18-24 months but the exec that fought for and protected the in-house team is now surplus to requirements and on the way out.
The best Indian engineers aren't working at these body shops, instead it's the bottom of the barrel and all of them are looking to either get promoted quickly or get out just as fast. As a result it's a revolving door of "resources" (urgh corp speak) that have to constantly be brought up to speed.
You could say as much for any IT body shop worldwide. "Indian" can be treated as a variable in your sentence.
You could, but you'd be wrong. I've worked with outsourced devs from India, Ukraine, Russia and the 'stans and hands down the worst experiences have been with ones from India. The individual devs, when I could drill down, were bright and capable and with enough experience under their belts would be the equal of devs anywhere; the companies, however, very much had a "turn 'em and burn 'em" approach that meant any domain knowledge went out the door. I'm convinced it's a cultural/management thing. They seemed to be trained and actively managed to wait for explicit instructions for what to do instead of taking initiative and communicating it. (DISCLAIMER: This is just my own experience. Others' mileage may vary.)
For anyone that has worked at "large global companies" they will know that Infosys and TechM are some of the worst things about working at said companies.
The best Indian engineers aren't working at these body shops, instead it's the bottom of the barrel and all of them are looking to either get promoted quickly or get out just as fast.
The best engineers of those respective countries are not working at "large global companies" either. Large companies that hire engineers - outsourced or otherwise - into cost centers fail to hire top engineers.
Comments
For anyone that has worked at "large global companies" they will know that Infosys and TechM are some of the worst things about working at said companies.
The best Indian engineers aren't working at these body shops, instead it's the bottom of the barrel and all of them are looking to either get promoted quickly or get out just as fast. As a result it's a revolving door of "resources" (urgh corp speak) that have to constantly be brought up to speed.
This is largely why most large enterprises operate on a bit of a seesaw w.r.t outsourcing.
They have in-house people do the thing, it's expensive and some new exec that just got hired or promoted tries to score a quick win outsourcing stuff.
So that continues for 2 years until exec gets their bonuses and leaves but now everything is a huge mess, business functions are paralyzed by outsourcing etc. Some new exec that was brought in to take the fall gets thrown out despite none of this being their fault.
New expensive exec is hired to fix everything, they hire a new in-house team, usually at inflated rates because you need to offer a premium to clean up Infosys/TechM messes. Everything starts looking good again after 18-24 months but the exec that fought for and protected the in-house team is now surplus to requirements and on the way out.
Cycle then repeats ad infinitum.
You could say as much for any IT body shop worldwide. "Indian" can be treated as a variable in your sentence.
You could, but you'd be wrong. I've worked with outsourced devs from India, Ukraine, Russia and the 'stans and hands down the worst experiences have been with ones from India. The individual devs, when I could drill down, were bright and capable and with enough experience under their belts would be the equal of devs anywhere; the companies, however, very much had a "turn 'em and burn 'em" approach that meant any domain knowledge went out the door. I'm convinced it's a cultural/management thing. They seemed to be trained and actively managed to wait for explicit instructions for what to do instead of taking initiative and communicating it. (DISCLAIMER: This is just my own experience. Others' mileage may vary.)
Infosys and the other WITCH (Wipro, Infosys, Tata, Cognizant, HCL) services companies are de facto operated out of India.
Yep, for most large companies building their own capabilities is far more effective than outsourcing
The best engineers of those respective countries are not working at "large global companies" either. Large companies that hire engineers - outsourced or otherwise - into cost centers fail to hire top engineers.