VDS Inc., based in California, US, was founded by three Indian entrepreneurs in January 2000. The company provided VoIP (Voice over Internet Protocol) solutions to wireless, wire line and cable service providers in the US, Europe, and recently, Asia. VDS India, based in Noida, India, was established in September 2000 as the offshore product development base of VDS Inc. The product portfolio of VDS Inc. was steadily growing and gaining recognition in the industry. As a result, the product development base in India was becoming more important than ever. A new CEO, David Joseph was appointed in October 2003 to head VDS India. To standardize work processes to cope with growth in demand and to control attrition rates, David undertook initiatives such as the establishment of a human resources team, setting up of a technical documentation team, the tightening of team processes pertaining to induction and job allocation, and the initiation of organizational processes of employee performance appraisals.David noticed that changes were not easy to implement. Outsourcing of the human resources team and problems of coordination between the technical documentation team and the engineers posed major challenges to David. Integration of communication and information with VDS Inc. also was another area of concern. The case is useful for the examination of human elements in the implementation process.
