building successful cross-cultural and cross-functional teams to achieve goals in an increasingly...

SOL REYES, MS, PMP

Building successful cross cultural and cross functional teams to achieve goals in an increasingly global environment.

Honeywell Proprietary

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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


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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.


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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


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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.


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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


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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


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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


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TIMELINE DIFFERENCES


• 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


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FOLLOW UP DIFFERENCES


• 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


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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


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TRANSITION TEAM STRUCTURE

Project divided on 12 different work streams and a team of ~80+ employees

FinanceLead

HR Lead

Global Lead

Sol Reyes –PM-ISC

Torrance Lead -Shanghai Lead- -Brno Lead

- –ISC Lead

TransitionProgram Manager

TransitionProgram Manager

Ops

HR HSE

Leader

IT

Fin

Matl

Qual

Sending TeamTorrance Receiving Team

Shanghai

Functional TeamsFunctional Teams

Finance

HSE

Leader

ITHR

Qual

Eng

Cha

mpi

ons

Feasibility / Strategy Team Project Core Teams

Eng Lead

IT Lead

Ops

HRHSE

Leader

IT

Fin

Matl

Qual

Maint

Eng

Receiving TeamMexicali

Eng

HSE

Leader

IT

PM

Qual

Lab

Fin

Receiving TeamBrno

Facilities

HSE

Leader

Eng

Local Team

Lab

HSELead

HR

Finance

PM

Aero

HR


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APPROACH

Kick off

Meeting

•LEADERSHIP ENGAGEMENT

Mgmt

Operatin

g System

•TEAMWORK

Face to

face meeting

s

•TRUE COLLABORATION & SUPPORT

Follow up

•EXECUTION

Customer

involvement

•OVERCOMMUNICATION


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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


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STRATEGIES FOR SUCCESSFUL GLOBAL TEAM BUILDING

Victor Ramos; VP ISC ACS

Romolo Zulli; TS Sr. Director Design and Labs

My Own Experience


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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?


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BACKGROUNDS

GLOBAL LABS & DESIGN LEADER

ISC LEADER

SR. PROGRAM MANAGER

~330 employees in10 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




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5 STRATEGIES FOR SUCCESS


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


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SKILLS AND TOOLS


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


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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


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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


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CONCLUSIONS


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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


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“ Talent wins games,

but teamwork and intelligence wins championships ” Michael Jordan

http://www.goodreads.com/author/show/16823.Michael_Jordan

building successful cross-cultural and cross-functional teams to achieve goals in an increasingly...

Engineering

honeywell proprietary

group of people

social group

different understanding

crossfunctional team

team members

team leader

native language