Recently I've run into a lot of discussions about how to run a BOT business. Managing a BOT can pose a lot of issues if you don't respect some basic rules that you establish well ahead. Like with any other offshoring model, you need to have some expectations set from it.
I am thinking of multiple points to be well defined ahead. I would start by setting an objective about team size to be reached in a period of time, and how you would get there (recruitment process, selection, ramping up).
Next, I would think about the types of projects that could be safely handed over to the BOT team, without putting at risk the high visibility projects.
I would also consider having one key person managing the entire BOT, one person that I trust and that could be hired by my company, rather than the service provider.
And to make a long story short, here is a very good link that talks about a particular case, really-really interesting:
http://www.sourcingmag.com/content/c060320a.asp
In a VUCA world—Volatile, Uncertain, Complex, and Ambiguous—leadership isn’t just about steering the ship; it’s about inspiring your crew to navigate the storm together. Rapid technological shifts, economic unpredictability, and evolving workplace expectations challenge even the most seasoned leaders. Yet, these challenges also present opportunities to innovate, connect, and grow. How can you empower your teams to thrive in this dynamic landscape? Drawing from my experience guiding people through turbulent times, I’ve outlined four strategies that blend clarity , agility , simplification , and trust with over-communication, innovative solutions, and emotional intelligence . These are the keys to transforming VUCA’s chaos into a catalyst for success. 1. Over-Communicate for Clarity in Volatility Volatility creates unease, but clear, consistent communication anchors teams . Leaders must over-communicate—repeating key messages, sharing context, and aligning actions with purpose. This isn...
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