The senior leadership in the U.S., particularly the VPs, routinely take credit for the work done by their Indian directors and senior directors. These VPs claim full ownership of projects that their Indian counterparts have actually planned and executed, with no acknowledgment of their efforts.
The VPs have no real understanding of how to effectively execute projects with resources in India and are completely dependent on their Indian directors and senior directors. Despite this reliance, they fail to give the credit where it's due, continuously taking the limelight for work they didn't do. The Indian leaders, who have built strong relationships with their counterparts and teams in India, know how to get the job done efficiently. The VPs, on the other hand, lack the necessary expertise and often sit back while others handle the real work.
Adding insult to injury, the VPs undermine their own directors and senior directors by pretending to be supportive of the India teams. They put on a show, claiming to protect these teams from exploitation, like avoiding late-night meetings, but in reality, they are the ones fostering a toxic environment where credit is stolen, and recognition is denied.
The directors and senior managers are too afraid to speak up, fearing retaliation or career damage. As a result, the VPs continue to bask in the glory of others' hard work, while the real contributors remain unnoticed and unappreciated.
This toxic culture of credit theft and the undermining of competent leadership is a long-standing issue that severely damages morale and fosters an environment of fear. If you’re considering a position here, be aware that your hard work will likely be stolen by those higher up the chain with no recognition for you.
Bottom Line: Look elsewhere if you want a workplace where your contributions are valued and credited, and where real leadership is respected.
20 replies (most recent on top)
"... routinely take credit for the work done by their Indian directors and senior directors."
LOL
Who are these infamous VPs and talanted, productive Indian directors??? Are they with us in the same room? Where does their talent and productivity goes when we see business disappearing for years??? It feels like you are talking about some other company.
@am You're missing the point. The 'buggy software' you're complaining about is exactly what happens when you have U.S. VPs who are technically bankrupt trying to lead. They are 100% dependent on the Indian Directors in the U.S. to be their eyes and ears. These Directors are the only ones who actually have the trust of the global teams to fix the mess.
If the VPs are so superior, why can't they execute a single roadmap without their Indian leadership 'translators'? The reality is the VPs have become ceremonial figures who sign off on patents and acquisitions they didn't build, while the indian Directors in the U.S. do the actual work of keeping the lights on. In a layoff, the first thing you cut is the expensive middleman eho adds no value.
@e9 The reply about 'closing tickets at 1 AM' is a massive straw man. We aren’t talking about entry-level support; we’re talking about Indian Senior Directors based in the U.S. who architect the global strategy and manage massive delivery engines. If the work was truly 'miserable,' the VPs wouldn't be rushing to put their names on the final slides for the Board. You can’t claim the work is 'lousy' in a comment and then 'world-class' in a performance review just to get your VP bonus
Fully agree. If the organization is looking for efficiencies during layoffs, they should look at the layer that adds the most friction rather than the most value in US. In many cases, it’s the U.S.-based VPs who act as 'translators' for work they didn't translate, while the Indian Directors and Senior Directors in US are the ones actually navigating the complexities of global execution. If you remove the layer that only takes credit and keep the layer that actually drives the results, the business runs leaner and more honestly.
@OP Painfully accurate. Leadership by presentation, not contribution.
LM in mixed signal IPs is the worst VP. He operates the team with few of his favorites and creates his inner circles.
@g1
their compensation is completely detached from reality
@be yeah, the Cherry on the shitcake is seeing the clown creating and celebrating Q "independence day"! It should be called Demise Day, considering Q VS Broadcom stock! The a$$hole said non instant gratification, but he took it himself: "Qualcomm CEO Cristiano Amon’s total compensation rose to $29.7 million in fiscal 2025, a 15% increase from $25.91 million in 2024, despite a 45% drop in company net income." Gemini
Must be QPOET
Sukahaji bud
@OP You meant those offshore folks who manager teams that only know to IM their US co-workers at 1 am saying "hello, I am reaching out to you. Can't get a hold of you. Hence closing the ticket.." Those awesome leadership and teams over there? Yep no. There is no credit you can take from those teams, all we have here is to fix the miserable lousy work they did cos' NONE OF OUR CUSTOMERS want to ever talk to those offshore folks. You are clearly delusional or you are one of them.
Your group and Q-SD VPs come from the same village hired with nepo not competency, one dump-shI-t split in two, why complaining?
It's sad, but Q got a type of cancer called HIB Caste, it spreaded everywhere to the point where it reached the brain, it's in terminal phase now! They let go key modem people join Apple without trying retaining them "modem is hard, said a clown", while hiring garbage people in both US and Overseas. They tried to create new business streams using infected cells, obviously failure is what they are getting. This is the reality, nothing can be done at this point
Dude, nothing useful comes from India, just buggy cr-ppy pseudo-software that customers always complain about! Does your team produce patents that can translate into competing products? NO! Even the new segments Q is exploring comes from acquisitions.
@a5
Harvard Business Review
McKinsey
wow, aren't these places in the top 10 for
0 INTEGRITY
' The VPs have no real understanding of how to effectively execute projects with resources in India and are completely dependent on their Indian directors and senior directors. '
gosh, i don't know why these 'super talented' indian counterparts won't just start their own company where they could beat Q
Easy solution. Get a job elsewhere and don't apply at Qualcomm.
Studies like Harvard Business Review's analysis on "idea theft" (2022) show 60-70% of employees experience uncredited work, amplified in cross-cultural setups. U.S. VPs often prioritize visibility to executives, sidelining Indian leads who handle 80%+ of execution (per McKinsey's global ops reports).
These VPs use senior directors and directors to impose impossible deadlines on their offshore teams, all while lecturing about work-life balance, collaboration, and open communication.