![]() ![]() They can use the time when they are without a project to brush up skills. ![]() However, in services, having a bench works in favour of employees who want to learn. “We dedicate a whole quarter to migrate, say, from Node. On the product side, Magesh says a change is usually well planned and they are given enough time to migrate from one software to another. “We have to learn to use the language the client uses,” he says. Kaushal had to work on different programming languages every time he changed projects. But the flip side, Kaushal says, is that you don’t become an expert in any one technology. They send employees out for training based on the technologies they need. On the other hand, services companies allow employees the time to learn. One has to learn on the job and pick up the nuances on their own. LEARNING CURVE Working at a product company is like putting a baby into the bathtub. This can be a change as simple as adding a button on the app or the website,” he says. “Once a change is initiated, we cannot go back to it for a long time. Changes need to be well thought of, and must be done with a long-term vision. Mallick says that while deployment is frequent, changes are not a simple affair at product companies. “There is no scope to drag any deployment to a week or a month,” he says. Calling it the perfect training ground for freshers, Magesh says that codes are deployed on a daily basis at product companies. This is more frequent in product companies. TARGETS & DEPLOYMENT One of the key things in IT is to put to work a particular code, a process called deployment. We are evaluated based on the glitches that happen during and post deployment,” says Mallick. I would have to think of how easy or difficult it would be for people to use it. “At Amazon and AJio, I was in the promotions team where I had to take care of the vouchers available to the public. Mrinal Mallick, a developer who has worked with product companies like Amazon and AJio, says that proactiveness and customer-centricity are key areas managers look for during the appraisal process. You will definitely get credit for what you do, unlike services companies where you have to rely on the client to tell your boss and have them recognise your talent,” says Ganesan. “You will be visible if you take ownership and deliver on time, and accurately. OWNERSHIP & VISIBILITY Ganesan and Harshavardaan Magesh, a developer at ShareChat, feel that product firms teach and value ownership. Even if it is delayed by a few hours, there will be an escalation,” says Ramkumar Ganesan, a Principal Consultant, a DevOps professional who has seen both the worlds. “However, once we propose, there is no question of a delay. On the other hand, at product-based companies, employees are expected to give a timeline and adhere to them. “Even on holidays, one or two people are usually expected to be at work to resolve any issue that may crop up,” Siddharth Kaushal, who has been with companies like Infosys and Capgemini, says. They are also expected to provide support whenever there is a requirement. And services partners are expected to work to those timelines. The client decides the work to be done, and the timelines. CLIENT IS KING IN SERVICES The client is the king in the IT services industry. Times Techies caught up with techies to understand the two worlds. Yet in many ways it is Mir who remains the guide - this time to a side of his own homeland that James had never noticed or engaged with before.In the world of IT, one of the biggest questions in the minds of employees is, should they be in a service company or a product company. Now their roles reverse: the guided becomes the guide as James introduces Mir to the bewildering customs of the infidel West. When Mir arrives in London seeking asylum, it is to James that he turns for help. Not long after James’s return home, Mir and his family are forced to flee Afghanistan, fearing for their lives. They soon become firm friends, with Mir an invaluable guide not only to the battle zone, but to the country’s complex politics, culture and traditions. ![]() In the spring of 1997, James Fergusson, a young freelance British correspondent, encounters a local Pashtun interpreter named Mir in rebel-controlled Afghanistan. The remarkable and touching story of a singular friendship between the author (an affluent Western correspondent) and his Pashtun interpreter who meet in an Afghan war-zone and resume their friendship when Mir becomes an asylum seeker in London’s East End. ![]()
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