Managing international teams - Prof. Dr. Smaranda Boros


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Managing international teams - Prof. Dr. Smaranda Boros

  1. 1. Five myths of cultural diversity…and what you can do about them Prof. dr. Smaranda Boroș
  2. 2. Group processes in culturally diverse teams Identity  processes Cognitive  processes2| © Vlerick Leuven Gent Management School
  3. 3. Myth 1 Culturally diverse teams that work together for a  longer time communicate better3| © Vlerick Leuven Gent Management School
  4. 4. Myth 2 Highly diverse teams experience more conflict than  moderately diverse teams4| © Vlerick Leuven Gent Management School
  5. 5. Myth 3 Culturally diverse teams are more creative than  homogenous teams5| © Vlerick Leuven Gent Management School
  6. 6. Myth 4 Higher levels of constructive conflicts in culturally diverse teams communicating via ICT improve outcome of decision making and performance, compared with collocated homogeneous teams, but reduce satisfaction in the team6| © Vlerick Leuven Gent Management School
  7. 7. Myth 5 The lack of nonverbal and social cues in email  communications increases miscommunication due to  cultural diversity7| © Vlerick Leuven Gent Management School
  8. 8. Cross‐cultural teams as open systems looking inside  Team size Dispersion Tenure Task complexity looking around Multi‐team systems8| © Vlerick Leuven Gent Management School
  9. 9. A new look at the time‐space curvature (aka The law of relativity for cross‐ cultural teams)9|
  10. 10. For future virtual encounters:
  11. 11. Performance of international teams: Engagement is key but there is more! Rik Vandamme Vlerick HR day Director StrategyJune 13th, 2012 Global Technical Services Janssen Supply Chain 11
  12. 12. Introducing Johnson & Johnson• Health Care Multinational• Headquarters in New Brunswick, New Jersey – USA• More than 200 subsidiaries and 100 000 employees worldwide• Areas of activity with 2011 sales (Billion US $)  Medical Devices & Diagnostics 25,8  Pharmaceuticals 24,4  Consumer (incl Pharma OTC) 14,9 Total 65,1• J&J Pharmaceuticals (Janssen Companies) has a globally organized Supply Chain (Janssen SC) Both Drug Substance (Chemical & Bio) and Drug Product are manufactured at 21 internal sites and a number of ext. contractors 12
  13. 13. Global Technical Services supports Janssen SC GTS Footprint Netherlands Ireland Belgium Switzerland Beijing, China Vacaville Raritan Cincinnati Spain Italy Horsham Malvern Xi’an, China Wilmington Gurabo Manati Bangalore, India PR 120 scientist & engineers spread over 17 Locations 13
  14. 14. Global Technical Services supports Janssen SC GTS Operating Mode GTS is a project organization: portfolio of +/_ 250 projects with a substantial part global/cross site and in following areas Technology Strategy  Standardization of Technology (per mfg platform)  Technological Innovation  New product introduction Product centered  Product Life Cycle Mgt technical support  Site to site transfer of product mfg Site centered  Engineering & asset mgt  CAPEX projects technical support  Operational Intelligence Technical support to  Licensing & Acquisition business development  Portfolio Expansion Growing Mkts Technical support to  J&J Med. Devices & Diagnostics other J&J sectors  J&J Consumer 14
  15. 15. Performance of international GTS project teams For any type of project Effectiveness = Outcome Quality * Stakeholder Acceptance “The greatest project outcome hasn’t the slightest value if there is no buy in by the involved stakeholders" So, key focus points for us at GTS are  Train project leads in project mgt methodology incl stakeholder mgt  Develop the appropriate Subject Matter Experts (Scientists/ Engineers)  Develop influencing skills for the whole GTS community  At the level of the project teams  Appointment of project sponsor accessible for the project lead  Elaboration of clear project charter by project lead before kick off  Have the right Subject Matter Experts on board 15
  16. 16. Performance of international GTS project teams Some of the specifics for projects with international teams  At the level of the project team  Cultural diversity  Native english speakers vs non native  Different level of experience with the project context  Geographical distance between team member locations  Often time zone differences between those locations  At the level of the stakeholders  Multiple stakeholders  Cultural diversity  Sometimes different levels of interest in the project 16
  17. 17. Performance of international GTS project teams How do we manage those specifics for effectiveness  Use of open project teams: one core team + satellite teams managed by individual core team members . . . . . . . . Satellite teams . . . Core Team . . . . Project Leader - each team can be limited to ideal interaction size (max 6 to 8 people) - strong engagement of core team members - satellite teams facilitate management of multiple and culturally diverse stakeholders for acceptance - in many cases geographical distance and time zone differences can be limited to core team 17
  18. 18. Performance of international GTS project teams How do we manage those specifics for effectiveness  However open project teams need strong project management methodology to be effective . . . . Final Project Outcomes . . . . Final Project Outcomes ST 3 ST 1 . . . . . . . Final Project Outcomes Final Project Outcomes CT ST 2 - Formal project charter with clear description of Final Project Outcomes for Core Team - Final Project Outcomes for Core team broken down into Final Project Outcomes for each of the satellite teams under leadership of core team members - Close follow up of adherence to plan at execution by project leader 18
  19. 19. Performance of international GTS project teams How do we manage those specifics for effectiveness  Support team meetings with state of the art information technology (Global Connect, Live Meeting, ....) For important international projects: face to face kick off  Cultural awareness initiation for project managers leading international project teams Usual culturally based strengths & opportunities and behavior and how to build on this for strong team performance 19
  20. 20. These are some cultural specificities we usually notice in internationalGTS project teams (for sure individual cases might deviate from this) o US employees in general  have good communication and presentation skills  prefer to work towards collective decision taking and accountability  are keen to catch opportunities for personal visibility o Employees from Northern & Central Europe in general  are keen on facts & figures in project work (e g scenario thinking – business analysis - ...)  have no issue with majority based decision taking and individual accountability  are structured in execution  are less effective in communication & presentations (detail oriented) o Employees from Latin America and Southern Europe in general  bring creativity to the team  are strong in managing stakeholders  are less structured in execution o Asian employees in general are  keen to make progress/ improve  hard workers  less fluent in English if not native – may need specific attention by project lead 20
  21. 21. Thank You!