Global software development involves software work being undertaken at locations that are geographically separated across national boundaries. It is a process that is being embraced by many companies all over the world. For example, a massive forty per cent of Fortune 500 companies use global software development. Why is this trend occurring? Well, there are various reasons, such as cost advantages. Aside from this, it gives companies the opportunity to focus on their core competencies whilst also solving the issue of any shortages in local IT skills.
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Nonetheless, one of the main factors in ensuring global software development is effective is the management of cross-cultural issues. This is why more and more people are turning to IT consultancy services such as those provided by Kosh Solutions to help them with software development. There are various cultural issues that can arise and consequently lead to problems in communication and the delivery of projects to the standard you require. Language difficulties can often lead to misunderstandings and this can hamper effective coordination and communication when it comes to global software development. Moreover, the distinct cultural backgrounds can mean that the developers may interpret and respond to things in different ways.
Keeping this in mind, let’s have a look at the various strategies you can deploy in order to manage potential cross-cultural issues in global software development effectively…
The key is to understand and respect the various cultures. You can’t expect to simply change them. You need to use several methods to ensure the cultural differences don’t result in issues, rather than demanding an overseas company to completely change their approach and their employees’ thinking. It just doesn’t work like that. One of the ways you can do this is by reducing the cultural distance in the sense of having a proportion of locals on-site liaising with the company in question. A lot of businesses operate by the 75/25 rule. Ensure you have employees in-house that can bridge the culture gap.
Aside from this, additional ways to harmonise the relationship when cross-border outsourcing is to use systems and processes that are common to both parties, whilst also ensuring the technologies are compatible as well. This is an easy way to ensure both parties start on the right foot, as tackling new systems and technologies can put hurdles in the way and ignite other cross-cultural issues.
Both parties need to recognise the limits that are in place and learn from one and other. Encourage an environment whereby you both reflect and share knowledge. It’s going to be a learning curve. You won’t get it right from the beginning. Yet, you can both identify any issues and discuss ways to get around it that works for both parties.
One of the best ways to ensure cross-cultural issues do not intensify is to ensure that effective channels of communication are in place. This should include a mixture of synchronous methods – such as phone, video conferencing and instant messaging – and asynchronous methods – such as online calendars and email. There are then methods that are both synchronous and asynchronous, such as Configuration Management (CM) systems, distributed blackboards, and remote access.
All in all, managing cross-culture relationships does take some work. Both parties need to be willing to compromise and agree to modify their work behaviour to take into consideration the cultural norms of the other. You cannot simply expect the other company to adapt to suit you.