Newsgroup: it.discussioni.ingegneria
Titolo: Tutti a Bangalore .... :-)) ?

http://eetimes.com/issue/fp/showArticle.jhtml?articleId=60405736
Bangalore boom looks like Valley's heyday
By Anthony Cataldo
EE Times
March 07, 2005 (9:00 AM EST) 	
 
Engineers with a few years' experience threaten to go elsewhere unless 
they get hefty raises. Companies that make offers to new hires are lucky 
if more than half accept. Hotels are filled to capacity because 
technology workers can't find any other place to live.
Silicon Valley circa 1999? Nope. Welcome to Bangalore, India, right now.
There are many reasons that a U.S. company might consider opening a 
design center in India, including access to a large engineering talent 
pool and, of course, lower wages. This isn't the India of 10 years ago, 
when engineers had to go abroad if they wanted to work. Now, the foreign 
companies are coming to them in droves, touching off a hiring frenzy 
reminiscent of Silicon Valley's technology bubble in the late '90s.
It's hard enough for established companies to keep their Indian design 
teams intact, but it could be even harder for new arrivals. Los Altos, 
Calif.-based Rambus Inc., which opened a design center in Bangalore six 
months ago, considers itself fortunate to have picked up six out of the 
eight engineers to whom it offered jobs late last year.
"Here, people accept a job and then they may never show up," said Samir 
Patel, vice president of Rambus' memory interface division in Bangalore. 
"For the next month or two we're focused on hiring. We think we should 
be able to hang in there even in this hot market."
Newcomers have some tough competition, however, particularly from large 
multinationals that already have a presence in India. Since it opened 
its design center 10 years ago in Noida, a new industrial zone near New 
Delhi, STMicroelectronics India has seen its ranks swell to 1,600 
employees. In the next three to four years, the European chip giant 
hopes to bring in another 3,400. To accommodate them, ST is building a 
100,000-square-meter campus extension, complete with swimming pool and 
recreation center.
"It's not a luxury but a necessity to improve their lifestyle," said 
Pradeep Kumar, president of ST India.
The hiring boom is a testament to how far India has come. Companies like 
ST that arrived in the 1990s and used their Indian operations as an 
appendage to design centers back home are now turning them loose, 
allowing them to take on bigger projects and operate semi-autonomously.
Despite the jousting for talent and the entrenched multinational 
competition, experts say there is still room for tech companies making a 
first foray into India ? assuming they keep a few factors in mind.
Not all engineers are equal
India's talent pool is vast, but in some ways shallow. Indian 
universities churn out roughly 360,000 engineers a year, about half of 
them EEs, said ST's Kumar. So finding engineers in cities like 
Bangalore, Pune, Hyderabad and Noida is not the problem, some say; 
finding experienced engineers familiar with in-demand back-end chip 
design and RTL verification is.
"You almost have a two-tiered system," said Patel of Rambus. "The supply 
of raw graduates is larger than the demand. They may have done general 
engineering, but they don't have training on what to do once they are 
hired. . . . You can hire lots of them, and some may find that it's not 
really for them. But the people who are good get hefty salary 
increases."
Patel also defined a second group of engineers, "the people who have had 
experience working in India or with us. They have eight to 12 years of 
experience."
In the first group, he said, "The good ones, the ones who have growth 
potential, start out making $5,000 to $7,000 [and rise] to about $20,000 
to $25,000 in five years. Senior people, the ones with management 
experience or project leaders, can make $20,000 to $40,000."
While the prospect of more than doubling your wages in a few years is 
drawing young people to engineering, it's creating a two-tiered economy 
that is hurting the industry, said Naveed Sherwani, president and CEO of 
Open Silicon Inc., a Sunnyvale, Calif., company that runs an ASIC design 
center in Bangalore.
"What was happening in Silicon Valley in 1999 is what's happening in 
India [today]," Sherwani said. "In five years, an engineer can have 
three jobs but literally no experience. In Silicon Valley you can find a 
ton of engineers like that."
Get local
If there's one irrefutable piece of advice for companies just starting 
out in India, it's to let Indians run the Indian operation. No matter 
how good their intentions, foreigners are not as sensitive to the 
customs and cultural norms that Indians take for granted. That can lead 
to false expectations.
It's also important that employees see Indians in management roles. "If 
there's local leadership, an employee sees a career path," said ST's 
Kumar. "If everything is being driven by [managers from] another 
country, he's not seeing it. With local leadership, there's a better 
challenge and a better future. This is the key to success."
It's especially important to find a local leader who can recruit and 
retain employees when there are so many temptations to change jobs. 
"Large companies have deep pockets. If their goal is to stay for the 
long term and they are willing to invest, they will go to bigger centers 
and deal with the turnover until they get critical mass going," said 
Arthur Chang, president and CEO of Sunnyvale-based Cradle Technologies 
Inc., which operates a design center in Pune. "A startup has a much 
bigger challenge. You're never going to be able to compete from a price 
point of view; you're going to need the right manager."
The best choice, he said, is "a manager that has the mentality of a 
U.S.-based startup. There's a sense of immediacy and a sense of doing 
what it takes. It's more difficult to find indigenous managers in India 
who have that kind of mentality."
One option is to appoint Indian managers who have been working outside 
of their native country. For those that choose this career path, even a 
modest salary by U.S. standards can go a long way. "Making as much as 
$75,000 is an incredible salary. You can have a good house, a servant 
and a chauffeur," Sherwani of Open Silicon said.
Imposing too many restrictions on an Indian design center can be 
counterproductive, some say. Managers with experience here agree that 
engineers are most motivated and productive when they are given more say 
over the final product design. Those that assign their Indian design 
centers a subordinate role may be doing themselves a disservice.
When launched 10 years ago, ST India was doing mostly low-level chip 
design tasks such as layout or timing extraction of various blocks. Now 
the design center is building many of the sub-blocks ? such as phase-
locked loops and analog-to-digital converters ? for the company's 65-
nanometer process node. It's also designing the software for digital 
cameras, set-top boxes and embedded processors. "There are now full 
projects and full products being handled here," Kumar said.
One of the first tasks in setting up a design center in India is to 
clearly define how the unit will directly contribute to the success of 
the company. "Many that have failed [in India] have failed because they 
failed to partition," Sherwani said. "Do not build a secondary team in 
India. If you do, the not-invented-here syndrome will kill you. Whatever 
you do in North America, do not do in India [too]. Make it clean, so 
there is no internal competition." 
-- 
What the eyes see and the ears hear, the mind believes.

ST ha un centro R&D di 1600 ingegneri che dovrebbero arrivare a 5000 con 
centro con tanto di PISCINA!!!
Avanti, chi di voi lavora in un'azienda con piscina .... :-)) ?
Oppure quest'altra:
"Imposing too many restrictions on an Indian design center can be 
counterproductive, some say. Managers with experience here agree that 
engineers are most motivated and productive when they are given more say 
over the final product design. Those that assign their Indian design 
centers a subordinate role may be doing themselves a disservice."
Io ne ho conosciuti di indiani a Londra .... guardate che al momento i 
fessi della situazione siamo noi non loro, hanno fame e sanno essere 
duri e spietati, altro che terzo mondo .... 


 Avanti, chi di voi lavora in un'azienda con piscina .... :-)) ?
Considerazione teorica: su questo ng questi argomenti così poco
tecnici dovrebbero avere spazio o no?     Boh   Hint:Su it.informatica
cazzeggiano alla grande e il ng prospera
Ti dirò: di emigrare in India ci ho pensato.  Posso disporre di una
piccola rendita , per cui in India sopravvivo. Però un uomo nella
maturità ( prima ci riesce benissimo....)non può vivere senza lavorare
,una attivita' ci vuole .
A bangalore magari qualcosa si combina. 
Pregio ( grosso): lingua, inglese facile da capire. Difetti: caldo
atroce ( non per nulla Bangolore è in collina, il clima sembra
potabile). Difettano i climi freschi in posti sottosviluppati.
Ps: mentre scrivo sono piuttosto ubriaco, per cui non massacratemi i
maroni sugli accenti tonici o cose del  genere.

 piccola rendita , per cui in India sopravvivo.
Sporco capitalista :-))
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