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Five myths of cultural diversity…and what you can do about them
Prof. dr. Smaranda Boroș
© Vlerick Leuven Gent Management School
Group processes in culturally diverse teams
Identity processes
Cognitive processes
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© Vlerick Leuven Gent Management School
Myth 1
Culturally diverse teams that work together for a longer time communicate better
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© Vlerick Leuven Gent Management School
Myth 2
Highly diverse teams experience more conflict than moderately diverse teams
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© Vlerick Leuven Gent Management School
Myth 3
Culturally diverse teams are more creative than homogenous teams
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© Vlerick Leuven Gent Management School
Myth 4
Higher levels of constructive conflicts in culturallydiverse teams communicating via ICT improveoutcome of decision making and performance,compared with collocated homogeneous teams, butreduce satisfaction in the team
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© Vlerick Leuven Gent Management School
Myth 5
The lack of nonverbal and social cues in email communications increases miscommunication due to cultural diversity
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© Vlerick Leuven Gent Management School
Cross‐cultural teams as open systems
looking inside Team sizeDispersionTenureTask complexity
looking aroundMulti‐team systems
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A new look at the time‐space curvature(aka The law of relativity for cross‐cultural teams)
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For future virtual encounters:
Performance of international teams:
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Rik VandammeDirector Strategy
Global Technical ServicesJanssen Supply Chain
Vlerick HR day June 13th, 2012
Engagement is key but there is more!
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
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RaritanHorsham MalvernWilmington
GuraboManati
PR
ItalySpain
Ireland Netherlands
Vacaville
Switzerland Beijing, China
Bangalore, India
Xi’an, China
120 scientist & engineers spread over 17 Locations
Belgium
SpainCincinnati
Global Technical Services supports Janssen SCGTS Footprint
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GTS is a project organization: portfolio of +/_ 250 projects with a substantial part global/cross site and in following areas
Product centered technical support
Site centered technical support
Technology Strategy (per mfg platform)
Technical support to business development
Technical support to other J&J sectors
Standardization of Technology Technological Innovation
New product introduction Product Life Cycle Mgt Site to site transfer of product mfg Engineering & asset mgt CAPEX projects Operational Intelligence Licensing & Acquisition Portfolio Expansion Growing Mkts
J&J Med. Devices & Diagnostics J&J Consumer
Global Technical Services supports Janssen SCGTS Operating Mode
Performance of international GTS project teams
Effectiveness = Outcome Quality * Stakeholder Acceptance
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For any type of project
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
“The greatest project outcome hasn’t the slightest value if there is no buy in by the involved stakeholders"
Performance of international GTS project teams
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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
Performance of international GTS project teams
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Use of open project teams: one core team + satellite teams managed by individual core team members
- 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
How do we manage those specifics for effectiveness
. ...
. .
. ...
. ....Core Team
Satellite teams
Project Leader
Performance of international GTS project teams
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However open project teams need strong project managementmethodology to be effective
- 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
How do we manage those specifics for effectiveness
. ...
. .
. ...
. ....Final Project Outcomes
CT
Final Project OutcomesST 1
Final Project OutcomesST 2
Final Project OutcomesST 3
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Cultural awareness initiation for project managers leading international project teams
Performance of international GTS project teams
How do we manage those specifics for effectiveness
Usual culturally based strengths & opportunities and behavior and how to build on this for strong team performance
Support team meetings with state of the art information technology (Global Connect, Live Meeting, ....)
For important international projects: face to face kick off
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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
These are some cultural specificities we usually notice in international GTS project teams (for sure individual cases might deviate from this)
Thank You!