Dilemma of Pakistani Software Industry: The Business Model+Human Resources -1

June 9, 2007

 Well about the locally incorporated companies, I have mostly observed, closely and factually, that rewards and retention have no clearly defined or SERIOUSLY practiced policies. The reasons range from preferential treatment for favorites to project limited vision (dukaan wali approach). I would however categorize these outcomes against the following core reasons:

1. Business Model: Weaknesses in system design, targeted business (mostly follow the crowd).

2. Product Design: Weak or no product differentiation, weak understanding of client/industry needs.

3. Road Map: Literally no road map for the business and products for growth in a competitive reference.

4. R&D: Absence of R&D from almost all setups.

5. Marketing & Demos: Never heard of demos from most of the local companies. They have presumed that they have the right product for everyone and anyone.

The outcomes are that a few favorite or dependable employees are loaded (burnt, depreciated) with most of the workload or project mgmt. This creates a big gap between the ladder from junior to middle mgmt positions. What ends up happening is that when a middle manager leaves for a better job due to similar reasons elsewhere :-).

The owners get someone take a leap from the lower end of the void to the vacant middle mgmt position with a fat increment. This effects professional commitment of the team, hurts their morale, distorts and unrealistically increases pay raise expectations, disturbs financial mgmt., challenges continuity in both the momentum and quality of products.

The need is to have strong regulatory and business model support and back stopping from the association of the industry and the regulatory govt. bodies to help prevent such corps from turning into corpse! The industry needs to share and learn a lot. This is a mis-fortune with most of the Pakistani economy; we just do not share and learn and avoid making the same old thrashed tested and tried repeat result yielding exercises that are called mistakes blunder and crashes.


The WORKINGDOM – Working at MNCs/MegaCorps

May 15, 2007

Infact these gigantic, super-stable, profit spitting, only for the best of the best structures become more like “Kingdoms” in their personality. Any vocal, aggressive, superior logic, diversity driven ideology becomes a case for mutiny and thus leads the subject to the gallows.

As far as the HR is concerned they are the King’s “Faith Guardians” ensuring that no one unless sworn to lay their lives at one blink of the king even enter the “walled fortress”. Thus the entire matter is given the face of hollows like “privilege”, “recognition” and further dissolved into the “standardized” setup for the wider machinery to fulfill its ultimate objective of “serving the kingdom”. Not that anything is wrong with it just that it is an in-human and derogatory way of achieving the same. All this is achieved at the cost of vanishing “individualism”.

This is a formula, if globally compared” applied in strictness to only the developing/under-developed world. All taking us to the ultimate objective of the west; to produce a loyal and tunnel visioned work force to fulfill the west’s entrepreneurial desires.

This horrifyingly is also a reason for consistant depletion of “entrepreneurial spirit” from our masses. Observe and you will know that most of the locally grown businesses were established atleast 3 to 5 decades back. We have very few, if any, mentionable business initiatives flourishing over the last one or two decades. 

The time today is to decide one thing before many other; are we going to be a nation of workers (spice it with specialists, focused, best at one task etc etc) or of entrepreneurs. As we say in Project Management, that success is a relative term depending on the extent of objectives set for accomplishment.