Most offshore technology engagements fail for structural reasons, not because the engineers overseas are incapable. The contract, the communication pattern and the ownership model are usually wrong before anyone writes a line of code.
When the client keeps product decisions and the vendor keeps delivery, nobody owns the outcome. Status meetings replace working software. Scope is thrown over a wall and comes back as a surprise.
The pattern that works is closer to a single team: shared backlog, shared definition of done, and a contracting model that rewards finishing work rather than filling seats. That is the difference between an offshore engagement and an operating model.