The mistakes I see most often in offshore projects (and how to avoid them)

It all starts with good intentions… and bad assumptions

When an SME decides to move offshore, it is rarely by chance. There is often HR pressure, a desire to structure without exploding payroll, or simply frustration with failed local recruitment. On paper, the reasoning is sound. But in practice, I often see the same mistakes repeated. And believe me, it is these mistakes that ruin projects, not offshore itself.

Mistake #1 : thinking offshore is just about cost

This is probably the most common. Some leaders tell me in the very first call : “I want to cut my budget in half.” Very well. But if the only decision-making criterion is price, then the project is already off to a bad start.

An offshore employee, in Madagascar or elsewhere, may cost less. But if you want real results, you need to think in terms of value produced : quality of work, reliability, impact on internal teams. A bad hire, even a cheaper one, is still a bad hire.

Mistake #2 : outsourcing without clearly defining the need

I see this often with overwhelmed leaders. They want to move fast, delegate “a few tasks” without processes, and expect immediate results. The result : frustration on both sides.

A good offshore project always starts with clear framing : which tasks ? With which tools ? At what frequency ? What results are expected ? At ScaleMyCrew, we help our clients formalize all this. Because a poorly expressed need is impossible to execute well.

I remember a client in real estate who wanted a “versatile assistant” to do everything : manage emails, organize visits, chase quotes, post on social media. He had never listed his priorities. After a framing exercise, we identified 3 key tasks, split across two profiles. The result ? Clarity, focus, and offshore employees who knew exactly why they were there.

Mistake #3 : choosing the profile only by CV or technical test

Many leaders think a good technical test or an impressive CV is enough. It is not. What I look at first is attitude : reliability, curiosity, rigor, willingness to grow, and the level of French both written and spoken. Because an offshore employee works remotely, often with little live interaction, they must be autonomous, organized, and above all, committed.

At ScaleMyCrew, we emphasize soft skills. And that is why our clients retain their teams long term. Because it is not a diploma that keeps an employee in Madagascar, it is the quality of the relationship, the project and the management.

Mistake #4 : skipping structured onboarding

This is often neglected. A new offshore employee arrives, gets a few tasks by email or Slack… and that is it. Except they are lost. They do not have context. They do not know the tools. They do not know who to ask questions to.

I have seen projects fail because of this, even when the profile was excellent.

Good onboarding is a guarantee of success. We always plan the first week with : team introduction, tool documentation, access testing, framing session, gradual immersion.

And above all : real availability on the client side. The best integrations I have seen are those where the client’s manager invests time in the new employee. It is the same process you would plan for a local hire.

Mistake #5 : not monitoring indicators or weak signals

Just because the team is offshore does not mean you can manage blindly. Monitoring is the key. Not to micromanage, but to adjust, encourage, correct.

I always recommend a daily 10-minute video call with camera : reviewing yesterday’s tasks and today’s priorities, sharing quick feedback. And as soon as there is doubt, a delay, a misunderstanding, an unclear email, you address it immediately. Properly supervised offshore works as well as local follow-up, but it requires organization. You can no longer rely on casual chats at the coffee machine.

Mistake #6 : believing you cannot build a connection remotely

I still hear this sometimes : “Yes, but at a distance it is hard to create a human bond.” False. It is not a matter of distance, it is a matter of attention. I have seen clients create strong connections with their offshore employees simply because they took the time to say hello, share results, and say thank you after a job well done.

At ScaleMyCrew, we encourage this. And it changes everything. Malagasy employees do not just want to “execute tasks.” They want to be part of the project. And when they feel that, their engagement is incredible.

In summary : offshore does not fail. Poorly prepared projects fail.

Offshore in Madagascar, when well-framed, works. I see it every day. My successful clients all have one thing in common : they take the time to structure, to communicate, and to be involved at the beginning. Then everything becomes smoother. More cost-effective. More reliable. More efficient.

To go further, I recommend :

• How to build an offshore team in 30 to 60 days
• Why more and more SMEs are creating their own dedicated offshore team
• Our client cases to see how other SMEs structured their team in Madagascar

If you are considering outsourcing certain functions, start by asking yourself the right questions. And surround yourself with those who have already done it seriously. That is what we are here for.