The Derick Parry management paradigm

Before you ask, Derick Parry was a West Indian cricketer. He finished his international playing career before I was born, partly because he bowled spin at a time when the West Indies usually played four fearsome fast bowlers, and partly because he went on rebel tours to South Africa.

That, however, doesn’t mean that I never watched him play – there was a “masters” series sometime in the mid 1990s when he played as part of the ‘West Indies masters” team. I don’t even remember who they were playing, or where (such series aren’t archived well, so I can’t find the score card either).

All I remember is that Parry was batting along with Larry Gomes, and the West Indies Masters were chasing a modest target. Parry is relevant to our discussion because of the commentator’s (don’t remember who – it was an Indian guy) repeated descriptions of how he should play.

“Parry should not bother about runs”, the commentator kept saying. “He should simply use his long reach and smother the spin and hold one end up. It is Gomes who should do the scoring”. And incredibly, that’s how West Indies Masters got to the target.

So the Derick Parry management paradigm consists of eschewing all the “interesting” or “good” or “impactful” work (“scoring”, basically. no pun intended), and simply being focussed on holding one end up, or providing support. It wasn’t that Parry couldn’t score – he had at Test batting average of 22, but on that day the commentator wanted him to simply hold one end up and let the more accomplished batsman do the scoring.

I’ve seen this happen at various levels, but this usually happens at the intra-company level. There will be one team which will explicitly not work on the more interesting part of the problem, and instead simply “provide support” to another team that works on this stuff. In a lot of cases it is not that the “supporting team” doesn’t have the ability or skills to execute the task end-to-end. It just so happens that they are a part of the organisation which is “not supposed to do the scoring”. Most often, this kind of a relationship is seen in companies with offshore units – the offshore unit sticks to providing support to the onshore unit, which does the “scoring”.

In some cases, the Derick Parry school goes to inter-company deals as well, and in such cases it is usually done so as to win the business. Basically if you are trying to win an outsourcing contract, you don’t want to be seen doing something that the client considers to be “core business”. And so even if you’re fully capable of doing that, you suppress that part of your offering and only provide support. The plan in some cases is to do a Mustafa’s camel, but in most cases that doesn’t succeed.

I’m not offering any comment on whether the Derick Parry strategy of management is good or not. All I’m doing here is to attach this oft-used strategy to a name, one that is mostly forgotten.

H1B visas in 2013

It is amazing how much of the annual quota of H1B (worker) visas that the US issues goes to IT outsourcing companies.  The top 20 beneficiary companies are shown in this graph.


As you can see, Infosys is by far the biggest beneficiary of this. I wonder if it is a result of the lawsuit by an American employee last year against the company, which alleged that the company was misusing B1 (business) visa, which has led the company to play it safe by taking H1B visas instead.

Indian companies have been shaded blue, while non-Indian companies have been shaded red. The amount of blue on this plot tells you that India is the biggest beneficiary of the H1B visa system of the US.

The data also gives the mean salary paid by each of these companies to their H1B workers.


Apart from Intel, all non-Indian companies pay their H1B employees well over $90,000 per annum. None of the Indian companies even come close to that number. This might help you understand why H1B visas are such a contentious point in American domestic politics.