Global Teams: How Top Multinationals Span Boundaries and by Michael J. Marquardt

By Michael J. Marquardt

With a 12-step strategic advisor and a wealth of case reviews, this ebook deals the instruments organisations have to bridge distance, cultures, and language, and convert the richness created by means of cultural diversities into cutting edge considering and motion.

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By Michael J. Marquardt

With a 12-step strategic advisor and a wealth of case reviews, this ebook deals the instruments organisations have to bridge distance, cultures, and language, and convert the richness created by means of cultural diversities into cutting edge considering and motion.

Show description

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Extra resources for Global Teams: How Top Multinationals Span Boundaries and Cultures with High-Speed Teamwork

Sample text

Knowledge is seen as the main resource used in performing work in an organization. The organization’s traditions, culture, technology, operations, systems, and procedures are all based on knowledge and expertise. The organization with the most information (about new technologies, customers, sources of best employees, political happenings, and so forth) will generally be able to make better decisions and produce better products and services. Thus global companies deliberately establish a 15 GLOBAL TEAMS presence via global teams in countries that are a major source of industry innovation and have prestigious, high-quality universities.

Organizations are seeking a systematic framework and strategic guidelines to overcome these challenges. Based on the extensive experience and research of leaders in the fields of globalization and group theory, we have developed the GlobalTeams Model. The GlobalTeams Model has three levels and nine components (Figure 4). Outer Circle: Team Boundaries and Bridges Global teams must first be concerned with developing a cohesive boundary around the team and with each other. By definition, global teams have many boundaries—including time, space, and nationality—that 36 FIVE CHALLENGES FACING GLOBAL TEAMS Boundaries and Bridges Cultural and Technological Foundations HR Alignments 6.

Simply put: Knowledge has become more important for organizations than financial resources, market position, technology, or any other company asset. Knowledge is seen as the main resource used in performing work in an organization. The organization’s traditions, culture, technology, operations, systems, and procedures are all based on knowledge and expertise. The organization with the most information (about new technologies, customers, sources of best employees, political happenings, and so forth) will generally be able to make better decisions and produce better products and services.

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