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It’s a mixed bag.
I’ve got a guy I work with across multiple clients that knows how I like things, and he’s an absolute rock star. He’ll apply judgement/discretion and at least make a good faith effort to do things and accepts feedback / doesn’t make the same mistake twice.
Now, on the other hand, I have other offshore teams that either have to be completely spoon-fed or we end up just saying to heck with it and doing the work ourself and no amount of coaching or feedback will make them even attempt to do things themself and submit it for feedback.
I work with specialty group (tax provision) colleagues in India and they are outstanding. The key is to invest the way EY does. We send a Senior Manager down there for 4 weeks to provide in person training. And we make an effort to integrate our off-shore teams with our US team to improve their development.
It took time to get to this level, but it is absolutely an excellent setup now. The work product is stellar.
No
We also have a second offshore hub in Argentina and it is also outstanding. Forgot to mention that above.
I’ve transitioned 80% of my team to offshore and it’s worked well. Took 5 years though, first few were rough..
What is the remaining value of the team when you transition 80% of it to India. More value or less?
Yes
What's at the core of the drive to use offshore resources?
Yes, make sure you train them. Remember they don’t have much context sometimes. I’ve found Indian and Mexican staff to be better at PwC. Argentina and Tampa is a disaster at pwc (atleast my experience)