In this book, years of experiences and interactions with various people in this industry are drawn upon to suggest ways to setup and run an India operation. You will get solutions to numerous day-to-day problems that managers in the parent offices face. You will also understand the issues faced by managers in India, and their frustrations in dealing with their counterparts in the parent company.

Contains a foreword by Vinod Khosla who says "I will be the first to recommend this book to my portfolio companies..." This book can be used to:

• Resolve cultural clashes
• Overcome communication issues
• Understand the risk analysis
• Successfully hiring and retaining
• People management
• Various HR and Government policies to adhere to
• Project execution

 Table of Contents:
    * Chapter One: A brief history
    * Chapter Two: Choosing the Right Leader
    * Chapter Three: Setting up the Operations
    * Chapter Four: Recruitment
    * Chapter Five: Culture & Policies
    * Chapter Six: People Management
    * Chapter Seven: Execution is Everything
    * Appendix A: Terms and Their Meaning
    * Appendix B: List of Vendors to Manage
    * Appendix C: Various Policies to Adhere to
    * Appendix D: Case Solutions

"While many have read about outsourcing in India and China, Utkarsh truly 'owns' the experience of establishing multiple, successful, operations in India and speaks from both his mind and his heart in this book. Utkarsh is a wise advisor when he creates case studies to put you in the other person's shoes to understand the environment that person or work group lives in." Mr. Gary Rieschel, Founder and Managing Director, Qiming Venture Partners, China

"Utkarsh has experienced off-shoring himself, that is evident from the way he writes this book. From that experience, he provides a full spectrum of all the important aspects of an off-shoring operation, in great practical detail." Dr. Bob Hoekstra, Opportunity India Management Consulting, Holland and former CEO Philips Innovation campus, India

Request Your Free eBook Excerpt: "Offshoring Secrets: Building and Running a Successful India Operation"

Understand the issues faced by managers in India, and their frustrations in dealing with their counterparts in the parent company.

Global corporations, especially those with large operations in the west, are constantly seeking to reduce costs, improve bottom lines, and create "quarterly results" magic in the least possible time. When such dictates are handed down from the boardroom, the management goes into a flurry of exploring avenues. Typically, the first recommendation off the bat is to explore India, and setting up an Indian operation to achieve those magical numbers. After the initial brew-ha-ha about Offshoring, job losses, and so on have died down within the company, a fatalistic sense of helplessness settles in. The management team is up against the wall, wondering how it would start achieving the impossible-and the headaches have just begun. Foreword written by renown venture capitalist Vinod Khosla.

This excerpt includes Chapter 2: Choosing the Right Leader from "Offshoring Secrets: Building and Running a Successful India Operation".

Geographic Eligibility: Selected International Countries

Publisher: Happy About

About the Author
Utkarsh Rai , head of India Operations, Infinera, started his career in the late eighties as one of the first few batches of IT professionals who joined Siemens in India and went on to work in Siemens Germany for a stint. The team returned to form a spin-off called Siemens Information Systems in India, an IT company.

Utkarsh moved on to work with Adaptec in Silicon Valley, where he was involved in a full-blown product development lifecycle. In the boom period of the late nineties, when Indians flooded the U.S. in search of IT jobs, he could see India--and Bangalore, specifically--being a center for product development. He flew against the winds of the time and joined the Global Software Group at Motorola in Bangalore.

This opportunity provided him with the experience in leading large teams, recruiting a large pool of engineers and handling complex people issues. When the first Motorola facility in Bangalore were filling up, the team was asked to move to a new location in Bangalore, which provided him an additional opportunity to learn about the challenges of starting fresh. As he grew to become a member of the senior management team of Motorola in Bangalore, he addressed operational issues like crisis management, setting up the right compensation and benefits, adherence to government regulations and execution challenges.

This experience prepared him for his current role as the head of India operations for Infinera--a startup in digital optical networking--a position that he took in early 2003. At that time, there were few people on board, and he was responsible for reinforcing the company culture and its policies, ramping up the team in number and in skills, and over the past four years, he has achieved a smooth execution with ownership and drive from India. He understands the Indian Government's regulations and operational compliance, and setup a new facility in line with the expansion plan. The single largest success has been in managing and developing the greatest asset-people.

Infinera went IPO in June 2007.

All these experiences triggered Utkarsh to write a book on India operations, which he sees as a great way to share his knowledge and experience with wider audience.

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