Presented by: Sol Reyes

1. SOL REYES, MS, PMP
Building successful cross cultural and cross
functional teams to achieve goals in an increasingly
global environment.

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Honeywell Proprietary
Honeywell.com
22
Document control number
CONCLUSIONS

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. Honeywell Proprietary
Honeywell.com
24
Document control number
“ Talent wins games,
but teamwork and intelligence wins
championships ” Michael Jordan