3 Key Stakeholders for Offshore Product Managers

Key StakeholdersSo who are the key stakeholders for an offshore product manager? It largely depends on the maturity of the organization in India and the business it is involved in.

Here’s an indicative list of teams which an offshore PM should stay in contact with (If you are in offshore consumer product management, then some of these teams will not exist):

Frequent Contact Occasional Contact
  • Engineering Team
  • UX Team
  • Creative and Design Team
  • Program Management
  • Reporting Manager and Peers
  • QA Team
  • Analytics Team
  • Service Delivery Team
  • Customer Support Team
  • Account Team
  • Finance Team (Pricing/Costing)
  • Operations Team
  • Product Marketing
  • Field Marketing
  • Business Unit Leadership
  • Sales Leadership
  • Documentation Team

Communication with these stakeholders is a totally different challenge. For eg, a large software analytics firm has their entire documentation team in India, while business unit leadership is entirely in the US. So a PM trying to contact the documentation team for tasks can do so easily, while it is very difficult to get face time with the US-based leadership.

However, the following are the top 3 most important internal customers you must connect with:
1. Indian Leadership Team
If you are looking to continue and grow in the same organization, you must be in the good books of the India Leadership Team. This typically consists of the India R&D center head, a VP of engineering or operations, his reportees and the local HR representative. You need to connect with them, work with them on various initiatives that crop up and try to get opportunities to show your expertise, apart from the work you do in product management.
2. Engineering and Service Delivery Managers
The Engineering Manager in India controls the people who do the actual product development. If the engineering manager is smart and reasonable, convincing him of the PM’s vision is an easy task. And he will take responsibility for ensuring the product release happens on time, with the content planned by the PM. Otherwise, he will raise objections to every PM initiative and openly challenge the PM’s authority and skills.
Service Delivery managers take the finished product and manage customized deployment for clients. If they are unhappy, the PM is likely to spend his entire time simply dealing with customer escalations and demands from account teams.
3. Reporting Manager and Peers
Peer relationships can make a break a PM. If you cannot get along with the other PMs, the reporting manager will have to make extra efforts to track your progress. And no one likes extra work! He is also your champion in the India leadership forum, so you must do everything to stay in his good graces.

If you can keep these 3 key stakeholders happy, then your tenure and growth in the organization is assured. Overtime, as you grow and get a more senior role, the additional stakeholders will also include people within engineering, product management and business unit leadership from the US.

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