BiographyVimal Kumar Khanna is the founder and Managing Director of "mCalibre Technologies". He has over 31 years of industry experience and has won multiple international honors for his contributions to the management and technology domains. He is listed in "Marquis Who’s Who in the World". He is also Honorary Editor of "IEEE Communications", the official global publication of the "IEEE Communications Society".
His sole-authored papers have been published in leading global refereed journals, magazines, and conferences. He is a frequent speaker at Project Management Institute (PMI) Global Congresses—North America, EMEA, and APAC. He is an invited contributing author to PMI publications and has also acted as a source for multiple articles of PM Network magazine, the official global publication of the PMI. He has published in the complete gamut of management topics, such as suggesting innovative project management techniques for managing complex projects involving large teams, managing talent in offshore centers, achieving customer satisfaction in services projects, dealing with negative bosses and toxic workplace environments, managing challenges in leading and motivating small teams, people management skills for managers at various levels of organization hierarchy, etc.
He has held leadership roles in a range of global leading companies—product development companies, services companies, large multibillion dollar companies, Tier-1 VCs funded start-ups, etc. He has handled a range of activities in these companies in his long career, such as heading and running offshore centers, general management, project management of complex projects with large teams, people management, technical leadership, business development for winning services projects, budgeting, customer interaction, etc.
By: Vimal Kumar Khanna
Pleased to share publication of my article "Integrating Offshore Centers and the Head Office (Part 2)" on "ProjectManagement.com":
A major challenge faced by Offshore Centers of global companies is that they are being offloaded mostly peripheral projects, while the core projects are still being executed in the Head Office (HO). Hence, contributions of offshore centers to parent company's revenues/profits is limited and the lack of work challenges also makes it difficult to hire, retain, and motivate capable and experienced professionals. My article suggests techniques for managers in Offshore Centers to convince HO to offshore large, core, and complex projects.
The first article of the series had suggested management techniques for managers in the HO:
As companies offshore large and core projects, it may dilute the authority and responsibilities of the managers in the HO, who end up managing smaller teams at the HO. These HO managers may feel that their authority and span of control over the teams has been significantly reduced. They start feeling insecure about slowly losing all their projects and authority. My article "Integrating Offshore Centers and the Head Office" suggests techniques to address these insecurities by assigning these HO managers new and additional offshoring-related roles and responsibilities. This will not only prevent the dilution of their authority, but also make their role more critical to the company and will significantly enhance their contributions.
These articles are excerpted from my book "Leading and Motivating Global Teams: Integrating Offshore Centers and the Head Office":