Blogging at Zinnov

Today, most Technology/Innovative companies have set up their R&D operations in various global locations outside the HQ.  However, these technology centers are facing various challenges in countries such as India, and China. One of the key challenges includes hiring technical talent at senior level or hiring talent at senior technical level. Experienced professionals with in-depth knowledge of product architecture, spearhead design, and who can influence product roadmap are difficult to find.

Often, we are asked, ‘How to build technical capabilities at my global center?’ This blog summarizes the best practices that we at Zinnov have compiled through in-depth research. Many top MNCs have successfully implemented these best practices. You can write to us at info@zinnov.com for complete case studies and implementation support.

1. Immersion Programs: It includes engaging/ involving promising technical engineers early in their career with senior technical leaders at the HQ. The success of the HQ leader should be determined by the number of engineers mentored and trained by him in the given period of time. At entry level, this can be achieved by assigning mentors/ career coaches to interns so that they can stay connected with the organization from the beginning/ initial stage it.
2. Mentoring program: Identify and maintain a quality pipeline of technical talent.  This involves identification, mentor identification, and connects.  Companies track the growth trajectory of its engineers continuously.  In a situation where mentors operate from global locations, a structured process should be implemented in which a mentor should train shadows/successors to take on the next role. For example, an architect can train a technologist over a period of time on how to take technology decisions by providing him with adequate exposure.
3. Emerging technical ladder program: This program can be organized together with the mentoring program.  Engineers from global teams can volunteer to work on a project outside of their regular release cycle. This extra effort will help them in gaining/ building in-depth technology knowledge as their interaction for the additional project will be with some of the senior technical leaders from the organization.
4. Global English Communication program: One of the essential skills for an engineer is the ability to express his opinions, influence , and convince peers  with clear rationale. This all is impossible without effective communication skills. Today, companies conduct communication programs to help engineers develop influencing capabilities. The other areas of training in this program include effective communication and multicultural exposure.
5. Short term rotation program –Includes one year onsite program for some of the promising engineers identified by the global center. The focus of this program is on gaining product & domain expertise, and building strong connects with the technical community at the HQ. It is also essential to encourage people practices in the organization, which will help engineers to connect with TDs, architects and build a professional network.
6. Ideation – Engineers should be encouraged to think out of the box to come up with new ideas and build a business case. If the idea is selected then the next stage involves funding of the idea by the global center to take it to the Proof of Concept (POC) stage. It is noteworthy that the success rate of ideas from global centers increases significantly if the idea is taken to the POC stage. For promoting innovative ideas, ‘innovation month’ should be organized once a year, where engineers should be encouraged to nominate their ideas and compete with global teams.
7. Evangelize – Articulate the impact of technical leaders on products and innovation.  Encourage employees to opt for technology careers as opposed to people/management ladders.
8. Creating Role Models: Technology and technologists should be celebrated. Initiatives should be undertaken for celebrating technology within the center by organizing various events, competitions, and rewards. Creating internal role models and they should have the liberty to choose their own team.
9. University Collaboration – Companies partner with specific universities/professors so that teams obtain/attain exposure to some of the latest research projects.  There are also certain models in which engineers from the organization visit universities to teach students some of the technology modules. This helps engineers in building/ developing capabilities and also enables students to get exposure to production grade technologies.  This can be achieved by tie-ups with academia where employees from the organization visit campus often (and not just for placements), conduct workshops and lectures in campus.
10. Expatriate Movement: Movement of expatriates continues to be the key for talent/technical leadership development.  Few companies have also adopted ‘Interval Approach’ for expatriate relocation.
11. Establish Product Management teams: It is believed/ perceived that the productivity of engineering teams can rise up/be increased by 80 percent if product management is co-located.  Provide opportunity to employees for customer interaction in local markets by establishing product management teams at global locations.  Initially, product managers can shadow HQ teams from global locations.
12. Provide Ownership: Provide end-to- end ownership on certain components of the product which are developed at global locations.  Local leadership should drive the product management.  In this scenario, HQ teams will continue to report to leaders from global locations. Consistently mentor and build next level leadership during the time period.  It is essential to enable technical project management at local leadership level.
13. Foster the Culture of Innovation: Programs that support innovation, by minimizing risk to an individual and provide resources.  

Author: Chandramouli CS, Director – Globalization Advisory