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Working as One Team - USA and India

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An Indian manufacturer is building capacity in the USA. The global team faced a number of challenges, including failure to renew key contracts. An assessment of the team members' interaction revealed several ways of helping the team improve its performance. This presentation also describes the Team Process QuestionnaireTM, an assessment tool that helps teams succeed.

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Working as One Team - USA and India

  1. 1. Catherine Mercer Bing Managing Director, ITAP Americas, Inc. (w) 1.215.860.5640 http://www.itapintl.com 1 ©2018 ITAP International, Inc. All Rights Reserved. Working as One Team: USA and India
  2. 2. A Case Study: A Global Team in Trouble • Ronda and Shayam are composites of team leaders that have worked with ITAP • This presentation highlights some insights that ITAP shared with professionals such as Ronda and Shayam ©2018 ITAP International, Inc. All Rights Reserved. 2
  3. 3. Overview • An Indian manufacturer is building capacity in the USA • The global team leading the expansion is composed of US Americans and Asian Indians • The team leaders are Ronda (a US American) and Shayam (Indian) ©2018 ITAP International, Inc. All Rights Reserved. 3
  4. 4. Leaders of a Global Team • Both Ronda and Shayam have travelled the world • They assumed that they can easily guide a cross-cultural team to success… 4 ©2018 ITAP International, Inc. All Rights Reserved.
  5. 5. Global Team with a Disappointing Performance • But their team’s performance was weak • The employees were good and experienced, but the work that the team produced fell short of everyone’s expectations ©2018 ITAP International, Inc. All Rights Reserved. 5
  6. 6. A Low Performing Team is Bad for Business… • Communication seems to suddenly break down, and team members fail to focus on key priorities • Some of the best employees left the team, and hiring new talent has been delayed • Time and money is wasted on rework • The business failed to renew three contracts due to missed deadlines ©2011 ITAP International, Inc. All Rights Reserved. 6
  7. 7. Seeking Help • Shayam and Ronda realized that they needed to gain a deeper understanding into how culture shapes human process interactions in the workplace • They searched for a consulting firm that supports core business partnerships-- identifying, implementing, managing, and evaluating partnerships, and found ITAP ©2018 ITAP International, Inc. All Rights Reserved. 7
  8. 8. Prioritizing Curiosity • Ronda and Shayam decided to put their feelings of anger and frustration aside • With ITAP’s help, they realized that as global leaders they needed to embrace key prerequisites: –Be curious about differences –Leverage the differences ©2018 ITAP International, Inc. All Rights Reserved. 8
  9. 9. Initial Conversation • ITAP interviewed Ronda, Shayam, and some key team members about their experiences working with each other – Frustrations – What worked well ©2018 ITAP International, Inc. All Rights Reserved. 9
  10. 10. Findings: USA Team’s Perceptions of Indian Team The Indian team members are more congenial than necessary Is their politeness necessary? They are polite because they are weak! ©2018 ITAP International, Inc. All Rights Reserved. 10
  11. 11. Findings: USA Team’s Perceptions of Indian Team Indians tend to be passive, disinterested, not particularly bright, and not sufficiently committed to telling the truth. They say yes they will get it done and then they miss deadlines ©2018 ITAP International, Inc. All Rights Reserved. 11
  12. 12. Findings: USA Team’s Perceptions of Indian Team • Compared to US Americans, the Indian team members are less likely to speak up, challenge others, share bad news... contradict the client... ©2018 ITAP International, Inc. All Rights Reserved. 12
  13. 13. Findings: Indian Team’s Perceptions of USA Team US Americans seem to be disinterested in thinking... only interested in defining a plan of action. They only value thoughts that are closely connected to the bottom line The US American team members are less qualified and able than the Indian team members ©2018 ITAP International, Inc. All Rights Reserved. 13
  14. 14. Findings: Indian Team’s Perceptions of USA Team Before I visited the USA, I perceived the US Americans as convivial and fun. They go out drinking after work After spending more time in the USA, I started to notice some cut-throat aspects of US corporate culture US Americans are very work driven, and are proud of working around the clock ©2018 ITAP International, Inc. All Rights Reserved. 14
  15. 15. Findings: Indian Team’s Perceptions of USA Team US Americans have no experiences similar to the ones Indian have been exposed to in India, such as bribery and abusive bosses ©2018 ITAP International, Inc. All Rights Reserved. 15
  16. 16. Findings: Indian Team’s Perceptions of USA • US American companies have lot of energy and dynamism and excitement My US American team members have more opportunities for advancement than their Indian colleagues I prefer having a US American boss and working in the US ©2018 ITAP International, Inc. All Rights Reserved. 16
  17. 17. Findings: Indian Team’s Perceptions of USA Team members in India respect the buyer/supplier relationship much more than their US American colleagues US Americans should respect the success Indian software and technology companies have had ©2018 ITAP International, Inc. All Rights Reserved. 17
  18. 18. An Outline of ITAP’s Proposal Align the team with resources and support within the organization Improve the team internal dynamics Develop better communication around tasks and deadlines Create early detection systems to address problems, barriers and issues well before milestones are not met ©2018 ITAP International, Inc. All Rights Reserved. 18
  19. 19. ITAP’s GTPQ Helped Shayam and Ronda • The Global Team Process Questionnaire™ (GTPQ) assesses human process interactions on teams and takes 15-20 minutes to complete • Measures change over time ©2018 ITAP International, Inc. All Rights Reserved. 19
  20. 20. ©2018 ITAP International, Inc. All Rights Reserved. 20
  21. 21. Key Insights from the GTPQ Ronda and Shayam learn the extent to which team members agree with each other about the team’s strengths and areas that needed improvement Areas that the team members agree needs to be improved present an opportunity for an early intervention ©2018 ITAP International, Inc. All Rights Reserved. 21
  22. 22. Slide 22 Exec Overview Regularly track results over time Individual Question results Data comparisons The GTPQ Helped Shayam and Ronda
  23. 23. Results Overview • Drawing on GTPQ’s assessment of team members’ perceptions of areas of strengths and weakness, ITAP designed a series of interventions • The next few slides show some highlights from a workshop that was part of the intervention ©2018 ITAP International, Inc. All Rights Reserved. 23
  24. 24. Sample Insights from the Workshop • It’s normal for the team members from India to come to the US for 3 months • In contrast, some US American members visit India for 2 weeks ©2018 ITAP International, Inc. All Rights Reserved. 24
  25. 25. Sample Insights from the Workshop • Indians respect power differences, both in the family and in the workplace. US Americans… much less so! • In an Indian family, children sometimes exaggerate when they share good news with their parents. They want to please people who are superior to them in status ©2018 ITAP International, Inc. All Rights Reserved. 25
  26. 26. Sample Insights from the Workshop • Indian employees are less comfortable with direct communication and expressing emotion than US American employees • Some Indian men prefer not to show their vulnerability or that they feel much emotion – They might hide their true feelings and desires from others, including their own families ©2018 ITAP International, Inc. All Rights Reserved. 26
  27. 27. Sample Insights from the Workshop • US Americans believe that their Indian colleagues “don’t say what they mean nor mean what they say…” • Yet US Americans give each other 2nd chances; employees can fail and make a comeback ©2018 ITAP International, Inc. All Rights Reserved. 27
  28. 28. Sample Insights from the Workshop • The Indian team members are more afraid to fail than their US American teammates: They’re status conscious and do not expect 2nd chances ©2018 ITAP International, Inc. All Rights Reserved. 28
  29. 29. Sample Insights from the Workshop • Employees in India are more controlled by their boss. The boss has a lot of leverage. In India the boss writes the performance appraisal ©2018 ITAP International, Inc. All Rights Reserved. 29
  30. 30. Sample Insights from the Workshop • Immigrants from India might prefer working in the USA because they face less competition, less regulatory harassment, fewer scenarios where they will be asked to give a bribe ©2018 ITAP International, Inc. All Rights Reserved. 30
  31. 31. Sample Insights from the Workshop • In India there is more tolerance for when things don’t go right • Yet abusive bosses in India are far more abusive than bosses in the USA • In the workplace in the USA, someone who is nice to you on the phone can turn around and write unfavorable feedback – Corporate culture in the USA can be perceived as “very mean” ©2018 ITAP International, Inc. All Rights Reserved. 31
  32. 32. Sample Insights from the Workshop • In the USA, if you commit to a timeline, you are expected to meet it • In the US, one hears the phrase “this is not acceptable” • Conversations can be very forward and blunt ©2018 ITAP International, Inc. All Rights Reserved. 32
  33. 33. Sample Insights from the Workshop • In India, managers insert themselves into the work and the interactions, buffeting employees • Indians have a greater Need for Certainty* than US Americans: – US Americans don’t lay out the task in detail – In contrast, Indian managers are very specific about the expectations. Employees in India prefer specific instructions * See next two slides for an explanation ©2018 ITAP International, Inc. All Rights Reserved. 33
  34. 34. The Deeper Learning • The intervention that ITAP designed included a discussion of how cultural values impact behavior and work styles • The concept “Need for Certainty” is a cultural value that features in Geert Hofstede’s comparative framework • Here is a brief overview of Hofstede’s framework ©2018 ITAP International, Inc. All Rights Reserved. 34
  35. 35. CULTURAL HARMONY: WORKING IN A MULTI-CULTURAL COMPANY 35 35 The Cultural Values Featured in Hofstede’s Framework Individual Orientation Self-reliance Group Orientation Interdependence Hierarchical Orientation Discipline Participative Orientation Acceptance of Responsibility Need for Certainty Precision Tolerance for Ambiguity Innovation Achievement Orientation Efficiency Quality of Life Orientation Custom Outputs & Personal Service Long-Term Orientation Developing New Market Opportunities Short-Term Orientation Fast Adaptation Individualism Power Distance Certainty Achievement Time Orientation Indulgence Orientation A sense of well-being Restraint Orientation Work-ethic Indulgence *This slide showcases ITAP’s terminology for Hofstede’s dimensions ©2018 ITAP International, Inc. All Rights Reserved.
  36. 36. Outcomes The workshop and follow up interventions yielded results: Communication improved Team members focused on key priorities New talent joined the team, and retention is at all time high The team is efficient and brings in new business ©2018 ITAP International, Inc. All Rights Reserved. 36
  37. 37. Slide 37 Ronda and Shayam’s Experience with the GTPQ • Three months later, team members retook the GTPQ. The results confirmed: – Team members’ interactions improved – Process and performance improved • Ronda and Shayam: –Continue to depend on the GTPQ to identify leading indicators of the team’s progress and performance –Have been certified (with two of their colleagues) to use the GTPQ so they can: • Access the tool online • Co-facilitate discussions of team results ©2018 ITAP International, Inc. All Rights Reserved.
  38. 38. What Ronda and Shayam Like About ITAP’s GTPQ • The tool includes: – Some questions which never change (for data comparisons over time or with other teams) – Additional questions which are customizable • Team members and leaders can use data to: – Focus on real/current issues – Resolve misunderstandings – Establish team interaction protocols ©2018 ITAP International, Inc. All Rights Reserved. 38
  39. 39. GTPQ Brings Sustainable Practices • ITAP supports core global business partnerships -- identifying, implementing, managing, and evaluating partnerships • ITAP contributes to sustainable practices such as:  Win-win outsourcing  Value chain integration  New product development 39 ©2018 ITAP International, Inc. All Rights Reserved.
  40. 40. ITAP Can Help! The Global Team Process Questionnaire (GTPQ): – Client has the option to certify team leaders in the GTPQ process – Personal help from ITAP for interpreting the results and resolving team issues ITAP delivers an executive summary with analysis of the results in addition to the respondents’ answers 40 ©2018 ITAP International, Inc. All Rights Reserved.
  41. 41. • ITAP recommends Many Cultures One Team: Build Your Cultural Repertoire, a new book on virtual teams by Catherine Mercer Bing • http://www.TechnicsPub.com 41 Many Cultures, One Team ©2018 ITAP International, Inc. All Rights Reserved.
  42. 42. Acknowledgement • This presentation draws on the contributions of a number of experts • ITAP is especially grateful to – Erik Granered, former Senior Consultant, ITAP International, Inc. – Sharon Horowitz PhD., Founder Centernorth International, Inc. ©2018 ITAP International, Inc. All Rights Reserved. 42
  43. 43. Catherine Mercer Bing Managing Director ITAP Americas, Inc. ITAP International, Inc. 353 Nassau Street, 1st floor Princeton, NJ 08540 USA (W) 1.215.860.5640 http://www.itapintl.com 43 ©2018 ITAP International, Inc. All Rights Reserved.

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