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SOL REYES, MS, PMP
Building successful cross cultural and cross
functional teams to achieve goals in an increasingly
globa...
Honeywell Proprietary
Honeywell.com
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LEARNING OBJECTIVES
• Examine cases and discuss different a...
Honeywell Proprietary
Honeywell.com
3
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WHAT IS A CROSS FUNCTIONAL TEAM?
A cross-functional team is...
Honeywell Proprietary
Honeywell.com
4
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CONCEPT OF CULTURE
The customs, arts, social institutions, ...
Honeywell Proprietary
Honeywell.com
5
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EXERCISE
OUR COMMON LANGUAGE, OUR DIFFERENT
UNDERSTANDING
Y...
Honeywell Proprietary
Honeywell.com
6
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EXERCISE
AS A TEAM LEADER, HOW SHOULD
YOU HANDLE THE SITUAT...
Honeywell Proprietary
Honeywell.com
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UNDERSTANDING CULTURAL DIFERENCES
Differences on culture ca...
Honeywell Proprietary
Honeywell.com
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UNDERSTANDING CULTURAL DIFERENCES
DECISION MAKING DIFFERENC...
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UNDERSTANDING CULTURAL DIFERENCES
TIMELINE DIFFERENCES
UNIT...
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UNDERSTANDING CULTURAL DIFERENCES
FOLLOW UP DIFFERENCES
UN...
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Objective of the project: “Relocate Operations of
one site...
Honeywell Proprietary
Honeywell.com
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TRANSITION TEAM STRUCTURE
Project divided on 12 different ...
Honeywell Proprietary
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APPROACH
Kick off
Meeting
• LEADERSHIP ENGAGEMENT
Mgmt
Ope...
Honeywell Proprietary
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RESULTS
Employees relocation on time, with no
major issues...
Honeywell Proprietary
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STRATEGIES FOR SUCCESSFUL GLOBAL TEAM
BUILDING
Victor Ramo...
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3 SIMPLE QUESTIONS
• Can you talk about your background re...
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BACKGROUNDS
GLOBAL LABS &
DESIGN LEADER
ISC
LEADER
SR. PRO...
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5 STRATEGIES FOR SUCCESS
GLOBAL LABS &
DESIGN LEADER
Know ...
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SKILLS AND TOOLS
GLOBAL LABS &
DESIGN LEADER
Face to face ...
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MAIN CHALLENGES FOR GLOBAL TEAMS
• Team meetings - Arrangi...
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POTENTIAL PITFALLS AND ROADBLOACKS
AND HOW TO AVOID THEM
•...
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CONCLUSIONS
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CONCLUSIONS
• The creation of a strong plan based on the b...
Honeywell Proprietary
Honeywell.com
24
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“ Talent wins games,
but teamwork and intelligence wins
ch...
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Building Successful Cross-cultural and Cross-functional Teams to Achieve Goals in an Increasingly Global Environment

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Presented by: Sol Reyes

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Building Successful Cross-cultural and Cross-functional Teams to Achieve Goals in an Increasingly Global Environment

  1. 1. SOL REYES, MS, PMP Building successful cross cultural and cross functional teams to achieve goals in an increasingly global environment.
  2. 2. Honeywell Proprietary Honeywell.com 2 Document control number LEARNING OBJECTIVES • Examine cases and discuss different approaches to engage and build diverse teams. • Provide strategies on successful global team building gathered from a diverse group of global professionals including the speaker. • Explore potential pitfalls and roadblocks in building globally diverse team
  3. 3. Honeywell Proprietary Honeywell.com 3 Document control number WHAT IS A CROSS FUNCTIONAL TEAM? A cross-functional team is defined as a group of people with different expertise and backgrounds working toward common goals. The team may include representatives from operations, engineering, R&D, marketing, supply base, quality and team members from outside the organization such as customers, or suppliers could be involved as well.
  4. 4. Honeywell Proprietary Honeywell.com 4 Document control number CONCEPT OF CULTURE The customs, arts, social institutions, and achievements of a particular nation, people, or other social group. Oxford Dictionary The customary beliefs, social forms, and material traits of a racial, religious, or social group; also the characteristic features of everyday existence (as diversions or a way of life) shared by people in a place or time <popular culture> <southern culture> The set of shared attitudes, values, goals, and practices that characterizes an institution or organization. Merriam-Webster Dictionary
  5. 5. Honeywell Proprietary Honeywell.com 5 Document control number EXERCISE OUR COMMON LANGUAGE, OUR DIFFERENT UNDERSTANDING Your are heading a meeting with a group of international colleagues at company headquarters, where you are based. Although all of the attendees are able to read, write, speak and understand English, the language in which the meetings is being conducted, the levels of fluency vary among the members of the group. During your carefully prepared presentation, three colleagues from the same office unexpectedly begin to whisper among themselves in their native language. Though they do not seem to think that their whispering is impacting the meeting, you find it rude, disrespectful and distracting. The others attendees seem to share your sentiment.
  6. 6. Honeywell Proprietary Honeywell.com 6 Document control number EXERCISE AS A TEAM LEADER, HOW SHOULD YOU HANDLE THE SITUATION? A. During the break, politely approach your international colleagues and ask them to refrain from whispering in the native language during the meeting B. Restructure the meeting agenda to allow people to confer in their own language at certain intervals. Ask your international colleagues to confirm their interpretations of the meetings proceedings with the group C. Allow your international colleagues to continue whispering themselves in their native language. Ask them periodically to share their conversation with the group
  7. 7. Honeywell Proprietary Honeywell.com 7 Document control number UNDERSTANDING CULTURAL DIFERENCES Differences on culture can impact all areas of our work environment: • Planning • Delegation • Source of Authority • Information Sharing • Decision Making • Structuring of Tasks • Motivation • Team • Loyalty • Timelines
  8. 8. Honeywell Proprietary Honeywell.com 8 Document control number UNDERSTANDING CULTURAL DIFERENCES DECISION MAKING DIFFERENCES UNITED STATES OF AMERICA •Egalitarian culture •Decision making at all levels of the organization •Lower levels of bureaucracy MEXICO •Highly hierarchical culture •Decisions are made by the general manager, area manager, etc •It is always in hands of the highest ranking person involved
  9. 9. Honeywell Proprietary Honeywell.com 9 Document control number UNDERSTANDING CULTURAL DIFERENCES TIMELINE DIFFERENCES UNITED STATES OF AMERICA • Fairly strict adherence to time management • People will stay late and put long hours before missing deadline and to ensure high quality despite the time requirements CHINA • One of the biggest challenges is timeline commitment • They view timeline as being fluid • It is more important to complete tasks properly than on time
  10. 10. Honeywell Proprietary Honeywell.com 10 Document control number UNDERSTANDING CULTURAL DIFERENCES FOLLOW UP DIFFERENCES UNITED STATES OF AMERICA • It is generally expected by all in the company • It is appreciated if is done properly • If is perceived as micromanagement is looked up negatively CZECH REPUBLIC • May take it literally and negatively as if there is suspicion that they are not working • Follow up should be conveyed with an indirect communication style
  11. 11. Honeywell Proprietary Honeywell.com 11 Document control number Objective of the project: “Relocate Operations of one site into five different sites and handover the property to the new Landlord” • Project involved 6 different sites in 4 different countries (USA, Mexico, China and Czech Republic) • Champion of the Project and Program Manager in US and Leaders in each site around the world. • Steering Committee formed by Functional Leaders within the organization • Specific Goals defined for each workstream of the project • Metrics establish for the overall project (Quality, Systems, IT, Finance, OTTR) CASE – TRANSITION TEAM
  12. 12. Honeywell Proprietary Honeywell.com 12 Document control number TRANSITION TEAM STRUCTURE Project divided on 12 different work streams and a team of ~80+ employees Finance Lead HR Lead Global Lead Sol Reyes –PM -ISC Torrance Lead -Shanghai Lead - -Brno Lead - –ISC Lead Transition Program Manager Ops HR HSE Leader IT Fin Matl Qual Sending Team Torrance Receiving Team Shanghai Functional Teams Finance HSE Leader IT HR Qual Eng Feasibility / Strategy Team Project Core Teams Eng Lead IT Lead Ops HR HSE Leader IT Fin Matl Qual Maint Eng Receiving Team Mexicali Eng HSE Leader IT PM Qual Lab Fin Receiving Team Brno Facilities HSE Leader Eng Local Team Lab HSE Lead HR Finance PM Aero HR
  13. 13. Honeywell Proprietary Honeywell.com 13 Document control number APPROACH Kick off Meeting • LEADERSHIP ENGAGEMENT Mgmt Operating System • TEAMWORK Face to face meetings • TRUE COLLABORATION & SUPPORT Follow up • EXECUTION Customer involvement • OVERCOMMUNICATION
  14. 14. Honeywell Proprietary Honeywell.com 14 Document control number RESULTS Employees relocation on time, with no major issues Relocation of test cells to 3 different sites and 1 outsource supplier Completion of the project on budget and with minimal impact to customers
  15. 15. Honeywell Proprietary Honeywell.com 15 Document control number STRATEGIES FOR SUCCESSFUL GLOBAL TEAM BUILDING Victor Ramos; VP ISC ACS Romolo Zulli; TS Sr. Director Design and Labs My Own Experience
  16. 16. Honeywell Proprietary Honeywell.com 16 Document control number 3 SIMPLE QUESTIONS • Can you talk about your background related with cross functional and cross-cultural teams? • Can you provide 5 strategies you normally use to guide your team toward true collaboration and success? • What can be the key tool or tools that you recommend to execute your strategies?
  17. 17. Honeywell Proprietary Honeywell.com 17 Document control number BACKGROUNDS GLOBAL LABS & DESIGN LEADER ISC LEADER SR. PROGRAM MANAGER ~330 employees in 10 different countries: US, Mexico, Korea, Japan, China, Czech Republic, France, India, Brazil, England. ~1200 employees; Managing sites in 4 different countries (US,UK, China, Mexico) Managing multiple cross functional teams ~60 employees (indirect reports) in 6 different countries (US, Mexico, Romania, Czech Republic, China, India) 17 years with the company 16 years with the company 12 years with the company
  18. 18. Honeywell Proprietary Honeywell.com 18 Document control number 5 STRATEGIES FOR SUCCESS GLOBAL LABS & DESIGN LEADER Know each other / Understand objectives / Share experiences Define system to put team together Understand team needs – resolve quickly if possible Define measurements for group with the group Treat all team members as equal ISC LEADER Alignment on Strategic Initiatives and Goals and Objectives Promote engagement and challenge between the team Establish clear feedback channel / Open door mindset Cross functional interaction to drive execution and improvement Always bet on people and ensure setting a development plan SR. PROGRAM MANAGER Kick off meeting for every new project to align expectations Milestone Plan designed with the team Strict follow up to plan promoting teamwork and collaboration Understand priorities and over communicate Know your team
  19. 19. Honeywell Proprietary Honeywell.com 19 Document control number SKILLS AND TOOLS GLOBAL LABS & DESIGN LEADER Face to face meetings – no rush / 1-2 times a year in each country Technology support / Understand differences between each country Team building events – can be informal or formal. ISC LEADER Strong, simple and effective MOS Clearly document actions and follow up process Understand cultural differences / address communication SR. PROGRAM MANAGER Program Plan Lead by example Documentation / minutes and follow up
  20. 20. Honeywell Proprietary Honeywell.com 20 Document control number MAIN CHALLENGES FOR GLOBAL TEAMS • Team meetings - Arranging a common time • Clarity on expectations and deliverables and how do they align • Language barriers • Understanding and empathy towards cultural differences
  21. 21. Honeywell Proprietary Honeywell.com 21 Document control number POTENTIAL PITFALLS AND ROADBLOACKS AND HOW TO AVOID THEM • Gain cultural competence to avoid surprises  Start with an open attitude and self awareness  Share experiences and ask others to share • Avoid gaps on communication  Rules of engagement during kick off meeting  Be able to organize your meetings so you can reach the entire team with the same message  Have agreement between the team  Rephrasing as necessary to understand each other until is clear • Align the goals of all the team members  Understand the goals of each team member  Clarify expectations and deliverables and how do they align
  22. 22. Honeywell Proprietary Honeywell.com 22 Document control number CONCLUSIONS
  23. 23. Honeywell Proprietary Honeywell.com 23 Document control number CONCLUSIONS • The creation of a strong plan based on the business needs is the foundation of success • Lead with example and gain trust from your team • Cultural differences should not be seen as a barrier to achieve your goals. Know your team and create a strong MOS • Cultural competence is the outcome of a continuous learning process; you will always learn more from each of your global projects • Teamwork is the answer to your most difficult problems
  24. 24. Honeywell Proprietary Honeywell.com 24 Document control number “ Talent wins games, but teamwork and intelligence wins championships ” Michael Jordan

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