These three articles are the ones I will use
https://www.virtusa.com/perspective/how-to-manage-teams-in-a-global-delivery-model/
https://www.linkedin.com/pulse/z-management-26-tips-your-managerial-best-shyam-1e/
https://www.linkedin.com/pulse/14-ways-become-great-manager-shyam-ramanathan-pmp-cssgb-ains-au/

Shyam Ramanathan is a Director of BA/QA Global Delivery and has been working in the IT world for over 19 years, where he has developed a breadth of knowledge and experience in programmanagement, requirements analysis, requirements review, Use case modelling, test planning, test design, test execution, and establishing global delivery teams across geographies and building Test Center of Excellence. Shyam is an Experienced Leader in global delivery and successfully executed many large engagements. Shyam has focused on the Insurance industry and his clients include Fortune 500 companies. His responsibilities range from Business development, Project management, Program management, QA management, Relationship management and partner strategies to technical oversight and delivering creative solutions. He has also a PMP, Certified Six Sigma Green Belt, Associate In General Insurance and Associate in Commercial Underwriting certifications. He has run 5 half marathons and one 25k run. He is an avid blogger and loves reading business books. His mission is to maximise his potential and help others maximise theirs. He holds a Bachelor of Engineering from University of Madras in India. The book Maximise Potential is a collection of all the 107 Blog posts written over the 4 years from 2012.
You can check out his blog http://maximisepotential.blogspot.com/ You can follow him on LinkedIn ttps://www.linkedin.com/today/posts/shyamsundarramanathan
You can follow him on Twitter https://twitter.com/ishyamsundarram
· A latest photograph: You can take the one on linkedin

In most cases, feedback is embedded in education, training and daily professional activities. It is a valuable tool for indicating whether things are going in the right direction or whether redirection is required. But there are cases when we do not do it effectively. This presentation will cover the subtle art of receiving and giving feedback

Sandeep is an Associate Director with Deloitte with responsibility for engagements in advisory practice. Prior to Deloitte, he has worked with KPMG, Tata Motors, Lafarge, Infosys and Oracle Consulting and his key strengths lie in the areas of supply chain management, business process reengineering, emerging countries enablement, network optimization, ERP Implementation and ERP Footprint Review across multiple industries and geographies. Additionally, he belongs to the coveted MLE℠ – Member of Leaders Excellence Group. He is also an avid marathoner.

The biggest reality of management is that your leadership, ownership and outlook is no longer personal to you. While in a individual contributor role you likely exhibited leadership as part of teams and projects and that is part of the reason you are now a manager, but as a manager there are whole new dimensions on leadership. Your team now counts on you daily to be honest, strategic, political, positive, trusting and a shield; all the while owning your piece of the company's strategy and confidential information you may know and not be able to divulge. Not all of these are easily balanced.

Evolution from Fin-Tech to Tech-Fin and now to Big-Tech. Why is Big Tech a real threat to traditional banks?

In today’s world of information overload, team members are often overwhelmed by sheer volume and the important message is missed, or worse misunderstood.
As we all strive to keep pace with the current expedited timelines of Agile and DevOps processes, it is critical we provide clear and concise information and guidance, in an inclusive format.

If teams started believing in the “Why” behind whatever they do and keep customers at the center it becomes much easier to align the overall execution. I’ll share some of my experiences from delivering a state of the art product offering for our existing customers while trying to maintain their existing legacy product. There were similar wins where we build AI in our test automation frameworks while the team is busy working with scrum teams to test the sprint deliverables. It's about “calculated risk-taking” and “failing fast”. It's about identifying and investing your team’s appropriate efforts on future bets while keeping the system running on a continuous improvement cadence.

We all attend them, some of us hate them and few are done well. What am I talking about? Meetings! Meetings are supposed to be a way to collaborate, exchange ideas and improve productivity. Recent studies show that less than 50% of time spent in meetings is considered effective and useful. Too many people, too many meeting and minimal outcome. Let us talk about the best practices to design better, run, and participate in meetings.

- Categoristion of Issues
- Characteristics - Enthusiasm and Analysis
- Sucess Stories and Failure Stories
- Fear of Failure
- Multiple Resolutions
- Respond Rebound Reinvent
- Time and Space for the resolutions
- Quick learnings