Our client had set up a ‘captive’ IT department in Bangalore and was struggling to off-shore the development roles.  The UK team were nervous that the Indian team may not deliver the same level of service and the Indian management team needed to build capability fast.  We were asked in to get the organisation fully engaged in the change and to get the programme back on track.

We worked with the senior leadership team to create alignment around the business case for transitioning roles to India and we ran a series of workshops designed to tackle leadership dilemmas which were holding the leadership team and the rest of the IT function back.

We helped our clients to create the people processes necessary for a fair and effective transfer of roles to India and we drilled into specific issues driven by lack of trust within UK-India teams.  Alongside this we ran a change leadership programme, a cultural awareness programme and we coached the client team in programme management skills and re-worked the overall integration plan. Whatever we did in the UK, we did in Bangalore either in presence or via video conferencing.

As a direct result of this work, the offshoring programme went from being almost 2 years behind schedule, to being on target to deliver off-shored roles on time and within budget.  The IT leadership team was transformed into a joint UK-Indian team fully supportive of the changes required and the changes were managed in such a way that the IT department in the UK remained focused and engaged on the task at hand.