Journal
Thirty entries on making an offshore team work.
The difference between a team that works and one that does not is almost never the people. It is scope, onboarding, cadence, documentation and attrition, and every one of those is decided by the engaging business rather than by the provider.
Written to be useful whether or not you engage us. Where the honest answer is that outsourcing is wrong for a particular job, the entry says so.
1. Before you outsource
What to send offshore and what to keep, how to build a business case that survives contact with the first invoice, and the costs that are usually left out of it.
- What transfers offshore and what does notCan you write the task down so a competent stranger could do it, and can you tell afterwards whether they did it right? Both halves matter.
- The real cost, including the parts left outThe real cost, including the parts left out. What actually decides it, and what to do about it.
- Whether you have enough work for a full-time personWhether you have enough work for a full-time person. What actually decides it, and what to do about it.
- The work worth keeping onshoreThe work worth keeping onshore. What actually decides it, and what to do about it.
- When to start, and when to waitWhen to start, and when to wait. What actually decides it, and what to do about it.
- Choosing the first roleChoosing the first role. What actually decides it, and what to do about it.
2. Choosing a provider
What the three arrangements actually differ on, the questions that separate providers, and the contract terms worth reading before the ones everybody reads.
- Seat leasing, staff leasing, managed serviceThree arrangements sold under similar names, differing on who employs the staff, who directs the work, and who carries the risk.
- The questions that separate providersThe questions that separate providers. What actually decides it, and what to do about it.
- Contract terms worth reading firstContract terms worth reading first. What actually decides it, and what to do about it.
- What should stop a conversationWhat should stop a conversation. What actually decides it, and what to do about it.
- Checking a provider properlyChecking a provider properly. What actually decides it, and what to do about it.
- How offshore pricing is actually built upHow offshore pricing is actually built up. What actually decides it, and what to do about it.
3. The Philippines, specifically
Employment rules, public holidays, the thirteenth month, and the practical differences between the cities, described as facts rather than as selling points.
- Philippine employment, in outlinePhilippine employment, in outline. What actually decides it, and what to do about it.
- The thirteenth month and other statutory payThe thirteenth month and other statutory pay. What actually decides it, and what to do about it.
- Public holidays and holiday payPublic holidays and holiday pay. What actually decides it, and what to do about it.
- Cebu and Dumaguete, compared honestlyCebu and Dumaguete, compared honestly. What actually decides it, and what to do about it.
- Power, connectivity and what happens in a typhoonPower, connectivity and what happens in a typhoon. What actually decides it, and what to do about it.
- Working across the culture, without the clichésWorking across the culture, without the clichés. What actually decides it, and what to do about it.
4. Making the team work
Onboarding, documentation, the communication cadence, and the handful of measurements that mean anything at a distance.
- The first two weeks decide most of itThe first two weeks decide most of it. What actually decides it, and what to do about it.
- Writing things down, and how much is enoughWriting things down, and how much is enough. What actually decides it, and what to do about it.
- The communication cadence that works at a distanceThe communication cadence that works at a distance. What actually decides it, and what to do about it.
- Access and tools, and what a blocked person costsAccess and tools, and what a blocked person costs. What actually decides it, and what to do about it.
- The few measurements that mean anything remotelyThe few measurements that mean anything remotely. What actually decides it, and what to do about it.
- Giving feedback across a distanceGiving feedback across a distance. What actually decides it, and what to do about it.
5. Keeping people
Attrition in this industry, what drives it, what career progression looks like, and why the cheapest team is rarely the one that stays.
- Attrition in this industry, and what drives itAttrition in this industry, and what drives it. What actually decides it, and what to do about it.
- Career progression for an outsourced roleCareer progression for an outsourced role. What actually decides it, and what to do about it.
- Pay expectations, and what they are anchored toPay expectations, and what they are anchored to. What actually decides it, and what to do about it.
- Whether an offshore team belongs to you or to usWhether an offshore team belongs to you or to us. What actually decides it, and what to do about it.
- Visiting, and whether it is worth the airfareVisiting, and whether it is worth the airfare. What actually decides it, and what to do about it.
- Ending an engagement without harming anybodyEnding an engagement without harming anybody. What actually decides it, and what to do about it.