Offshore Strategy

congruent offshore strategy

With numerous offshore companies available for the global clients to pick and choose to offshore assignments, Congruent has always understood the importance of a well laid offshore strategy that would differentiate us from others and provide us with the essential competitive edge.

Our offshoring strategy to deliver “Business Value That Exceeds Client Expectations”, has led to the creation of a robust framework of activities that form the DNA of our offshoring business. Irrespective of the client or assignment – small, medium or large, we at Congruent focus on providing the perfect Customer Experience for each of our clients.

Our offshoring process from beginning to end

  • We commence with our corporate presentation about our company and follow it with a presentation on our capabilities in the client’s specific area(s) of interest. The presentation is made by the Delivery Head / Division Head, Sales and Presales Executives.
  • Our presentations are structured in a way that clients can assess the following during the presentations or Q & A session thereafter (not essentially in the same order)
    • Congruent’s cultural fitment with the client organization
    • Our ability to precisely capture the client’s problem statement for which we need to provide solutions
    • Our functional and technical competencies that would help build the right solution for the client
    • Our consultative approach which covers all areas related to the client’s business requirement
    • Our core IT service processes and methodologies in relation to the client’s need
    • Our resourcing capabilities (attrition, bench strength etc.)
    • Our infrastructure standards and practices, communication facilities etc.
    • Case studies (previous project experience) on client’s areas of interest
    • Our ability to communicate with the client seamlessly
  • We then propose a face-to-face meeting with the client. In cases where a face-to-face meeting is not possible, we propose a video conference meeting.
  • We provide at least two customer references who have done IT service offshoring with us
  • On expression of continued interest by the client, post the presentation and reference checks, we get the NDA signed, if not done already
  • For the client’s first outsourcing / offshoring experience, we recommend they select a non-critical, small project which they can clearly define. An example would be: A legacy version of an application running at the client’s location which will not affect their operation by the non-availability of the proposed new application
  • We then engage our development team with the client for knowledge transfer through meetings, e-mails, IM chats, document sharing etc.
  • In cases where the client does not have clear requirements upfront, based on our discussions with them, we draft our understanding document and send it to the client for review.
  • Once the client reviews and approves our understanding document (may take a few iterations), we then provide a quote (in terms of number of person hours and rates per person hour required to execute the project)
  • On acceptance of the quote by the client, we formally begin with a pilot engagement. We follow SCRUM / Agile methodology for the development processes.
  • During our pilot phase we ensure to set up daily SCRUM/ Stand-up meeting. During this meeting, each team member updates to the rest of the team on his/her work done the day before, the planned work for that day, and any issues he/she faces that impede progress. This allows for the team as a whole and the client to identify potential issues even before they occur. We consider it extremely important to fix all glitches in the engagement during the pilot phase before we start with the full cycle engagement
  • On completion of pilot development, we deliver the application for client validation of quality and fulfillment of the specified business requirements
  • This pilot delivery also helps client validate the differentiators as claimed by us during the pre-sales cycle
  • We then conduct a retrospective meeting in which we discuss
    • What went right?
    • What went wrong?
    • What needs to be fixed if the engagement needs to continue
  • We recommend clients to evaluate our performance based on multiple metrics and rate us on those to assess the satisfaction level
  • Based on the client’s interest to pursue with the full cycle engagement, we decide on the development model, sign the MSA, non-compete, and non-solicitation agreements
  • We then deploy a dedicated client account manager from our end who will handle the complete engagement with a dedicated project team

Offshore Challenges


Attitude is everything when it comes to making things happen in relationships. It’s not about what’s written on a piece of paper, necessarily, as much as it is making people feel like they’re part of something together. That starts with our team members being honest and up front with each other and respecting where each side is coming from and what they are trying to accomplish together.

Subject Matter Knowledge

In many outsourcing relationships, detailed knowledge about a process tends to shift away from the client’s employees to the outsourcing provider. Congruent believes in reversing this trend. Congruent conducts a reverse knowledge transfer project to ensure continuity of service for our clients.

Relationship Building

Congruent ensures and insists for a weekly phone call, even if it’s very fluffy, rather than something more challenging where there’s a decision to be made as a team. By having this phone call, Congruent is building confidence in the relationship. Then when we do have to discuss something that is more challenging, we’re not approaching as strangers but instead as an ongoing continuous relationship where we’ve been able to see each other in operation and take stock of one another and how we work together.


Attrition in the team leads to new members continually taking time to get up to speed on understanding the products and business every time they were inducted. Congruent tackles the issue by putting in place shadow resources and having them trained in advance on your products, methodologies, etc. Succession Planning also ensures that when any team member leaves, a suitable replacement is ready to take over as soon as that member leaves. Effectively the project is Company dependent and not individual dependent.


Congruent offers creativity with leadership. Congruent views every opportunity and presentation to the clients with a mind toward creativity.

Bigger is Better - Paradox

Bigger is not always better. Size is a measure of capacity but this does not insure competency.

Congruent promotes ability and capacity as one.


Adhering to our time-tested, custom process framework (carefully designed from the best practices of PMI, xP and Scrum) ensures the measurement of metrics, monitoring and controlling them at various stages beginning from the contract drawing up stage.

For further queries or to express your interest in our services, please fill in the enquiry form for us to touch base with you.

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