Global Readiness Event 12.2012 Merged

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S.G. Sustainable Growth and Globaleyes have joined forces to offer yo.G. Sustainable Growth and Globaleyes have joined forces to offer yoOne-Stop-Shop solutions to a variety of challenges for managinOne-Stop-Shop solutions to a variety of challenges for managinVirtual Global Teams.irtual Global Teams.We believe that training processes which focus on the global woe believe that training processes which focus on the global woenvironment enhance the Global mindset. This approach is practicnvironment enhance the Global mindset. This approach is practicand can be adapted to diverse organizational needs.nd can be adapted to diverse organizational needs.Our programs represent a balanced mix of theory and practice, typicaur programs represent a balanced mix of theory and practice, typicaincluding elements such as case studies, simulations, lectures by hanncluding elements such as case studies, simulations, lectures by hanon executives as well as practical models and tools.n executives as well as practical models and tools.We focus on personal learning within a team context ane focus on personal learning within a team context anorganizational lessons learned.rganizational lessons learned

Globaleyes

Country specific trainingLearning the core values of specificcultures and how they affect thework place, distinguishing themfrom those of your culture andacquiring the skills and techniquesrequired to bridge the cultural gaps

Cross Cultural CommunicationOvercoming the barriers to crosscultural communication culturallybased business codes, lingualnuances, written communication,slang, language of feedback,objection-handling techniques

The Art of Networking andRelationship Building in BusinessEffective personalrelationship-building strategies how to make the right firstimpression, dress correctly, conductsmall talk, wine and dinecross-culturally and establishcredibility

Joint offering

Remote management program fornew mangers

This program imparts new managers withawareness and tools for effective task andpeople management, by emphasizing thevirtual and cultural challenges and bestpractices to overcome them.

Leading in a Virtual Global Matrixorganization

The triple challenge of managing in avirtual global matrix organization,involves topics like working with multipleinterfaces, influence without authorityand the way different cultures perceivethese concepts, and much more. Theprogram enables participants to create acoherent and effective role perception,and apply practical management skillsand tools for this environment.

Working in Virtual Globalorganization - A Team DevelopmentProgram

This program will equip the team leaderand members with skills and tools foreffective teamwork in a global virtualsetting. Building a new team culture andputting together, processes andframework to overcome challenges andbring expected results.

S.G. Sustainable Growth

Global Readiness AssessmentThe Global Readiness Assessmenhelps individuals identify skill gapsstrengths and weaknesses aroundcore global competency areas. Onceidentified, these gaps can be filledwith customized training, self-study

or structured coaching. The outpuwill render a results summaryincluding a personalized learningtrack.

Leading Global OrganizationaeffectivenessWe help clients develop an effectiveand efficient global organizationastructure to support the companyoverall business strategy and growthgoals. We cover relevant areas oglobal organizational effectivenesas follow: Global OrganizationaStructure, Global Governance, GlobaManagement Practices, Culture andmore.

Sustainable GrowthG l o b a l i z a t i o n

Global Readiness Learning and Developmenlobal Readiness Learning and DevelopmenGlobal Readiness Learning and Developmen

For more information, contact us:


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Global Readiness Event

Is it possible to changeinteractions between groups ?

Dec 6, 2012

Applied Materials - G.I.S.Global Culture Program Case Study


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Agenda

How did it all start?

Applied Materials, GIS, Global Culture Program

The challenge and the approach

The mission and main initiatives

Program Measurements

Lessons learned

3

How did it all start?

4

In addition, Applied is implementing a comprehensiveprogram to better align its global organizations and processes,including initiatives to enhance the Asia supply chain andimprove back office and information technology infrastructurefor more efficient transaction processing.

Extracted out of Applied Materials annual report


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Applied Materials at a glance

World leader in Nano manufacturing technology

solutions

1970+Computing

1990+Communications

2010+Energy and Environment

Public Traded Nasdaq: AMAT

Market Cap: $16.5 billion

Founded: November 10, 1967Headquarters: Santa Clara, California

Manufacturing: China, Germany, Israel, Italy,Singapore, Switzerland,Taiwan, United States

Patents: ~8,200 issued

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Applied Materials Worldwide

Israel

104 Worldwide Locations

India

Korea

Europe

Taiwan

UAE

China

South East

Asia

North America

Japan

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G.I.S.OUR VISION

GIS is a trusted business partner recognized for

delivering innovation, value and performance

OUR MISSIONDeliver solutions that improve shareholder value by

leveraging leading technology and best practices

OUR STRATEGYCapture value by creating a culture of collaboration

and continuous improvement through a global team

of talented IT professionals

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The Challenge and Approach

Background

The Business is moving to Asia

Deep changes in organizational structure requiringmatrix mindset

Need for standardization, cost reduction andelimination of local solutions

GIS needs a new global operating module, from UScentric to a real global organization, close to thecustomer

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Global Culture Program

Main findings:

GIS is a core-periphery network

80% of US of interactions are internal

Asia and EMEA interact 40% - 60% with US

Interaction between Asia and EMEA is less then 10%

Network Analysis Survey(2010)

Blue = ASIARed = EMEA

Yellow = AMER

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GIS Global Culture Core Team

China

Japan

Singapore

India

Korea

Ireland

Austria

Israel

USA

France.

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GIS Global Culture Program - Mission

The 'Global Culture' program mission is tosupport GIS transition to a new globaloperating mode, from US centric to atruly global organization operating

effectively in collaboration and trustwhile strengthening global leadershipand presence in Asia.

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The program will create an environment that:

Increases employees engagement

Reduces cultural barriers and uses cultural differencesas an advantage

Builds Global GIS leadership

Leverages skills across all locations

Operates globally (teamwork engagement, forumsand trust) to increase effectiveness

Builds communication around global time-zones

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GIS Global Culture Program - Mission

Main Initiatives

JobFamilies&

CareerPaths

JobRotation

FlexibleHours

GlobalTeam

BuildingEvents

GlobalLeadership

Profile

Roles &Responsibilities

Global IdeaForum

Learning &Mentoring

Global Team leads Global Projects,

Financial visibility,

Business Partners,

And more

Globalization Communication & effectiveness

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Initiative Example: Leadership Profile

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CUSTOMER FOCUS

Strives to better understand and partnerwith our customers

Ability to put the needs of the team andApplied Materials above yourself

ENABLE OTHERS TO ACT

Strengthen others through personaldevelopment

Enlists others in a common vision goal scope or work

Recognizes contributionsBuilds a spirit of community Foster collaboration by building trustMakes others successful

Initiative Example:Leadership Profile

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COURAGE TO LEAD IN A COMPLEX

ENVIRONMENT

Sets the example through words andactions

Proactive, takes the initiative and drivesopportunities to closure

Has the confidence to work independently

with minimal directionPossesses the courage to take risks anddrive change

Addresses conflicts early and positivelymanages them

CULTURAL AWARENESS &

ACCEPTANCE

Knowledgeable and curiousabout global cultures

Adjusts style to culturaldifferences

Strives to engage and involve theglobal team open boarders


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CIOs Choice AwardFor his tremendous leadership in a time of great

challenges for Applieds Japanoperations, customers and supply

chain, ensuring GIS did everything it

could to keep the business on track. At

the same time, he continued to support

the ramp of the Asia Service Desk in

Dalian, China.

Nameki-san is a GIS LeaderYasufumi Nameki

Front-End ServicesCultural Awareness and Acceptance

Courage to Lead in a Complex Env.

Enable Others to Act

Customer Focus

Project and measurements


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GIS Global Culture - key milestones

June 2010 Network Survey

July 2010 Formation and Workshop #1 (SCLA)

October 2010 Workshop #2 (Singapore)

January 2011 Workshop #3 (SCLA)

February 2011 Baseline Survey

June 2011 Mini workshops and wrap up plan

February 2012 End of Program

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Job families

A. My area of responsibility and job description arewell defined

X % agree or strongly agree

B. I understand my career path options X % not sure, disagree or strongly disagree

R&R

C. I understand how my objectives contribute to thesuccess of GIS

X % agree or strongly agreeRatings consistently high across all regions

D. Roles and responsibilities are clearlycommunicated and aligned across GIS

X % not sure, disagree or strongly disagree

Global team lead global projects

U. I am able to influence key decisions that fallwithin my global area of responsibility


W. Leadership opportunities are available inthe regions

Global leadership is a key improvementopportunity

Baseline Survey sample findings

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Flexible hours

H. My manager supports working flexible hours X % agree or strongly agree

I. On average, how many hours do you spendeach week in meetings outside of the 7:00 amto 6:00 pm time frame in your time zone

X % with >5 hrs.

K. How many days a week on average do youwork from home ?

X % almost full time at home X % work 1 day/wk at home Asia region works fewer days from home

O. How often do you have 1/1 meetings withyour manager?

X % have 1/1 meetings biweekly or more often X % have 1/1 meetgs monthly or less often

P. How often do you meet with your manager inperson ?

X % meet in person at least quarterly Europe and Asia regions meet their manager in

person less then twice a year Executives met with their managers most often

Job mobility and rotation

Y. I am interested in job rotation as anopportunity for advancing my career orgaining professional experience / personaldevelopment


Baseline Survey - Main findings

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Objective Current Value Target

Overall program progress to planX % complete

on schedule for May 11 100% to plan

Organization assessment survey X (baseline) 10% improvement (3.82)

Network Analysis Survey

Workflow: Asia- X % | EMEA- X %

| US- X%

Advise: Asia- X% | EMEA- X% |

US- X%

10% improvement of

workflow outside of region

and Advise seeking

Job families with R&R defined

X % defined; coordination with

Corp Compensation required

prior to finalization and

communication - on track for

100% by EOFY

X % by end of fiscal year

Creation and successful completion of pilot TBD - Q3/Q4Pilot completed by Oct 31

2011.

% of identified and approved rotations in

process by x date.

Wasnt measured yet

TBD -Q3/Q4

Documented and approved

Target % and date to bedefined (based on pilot)

% of employees that meet 2 or more times /year in person with manager (incl group &

1/1)

% of employees that meet once / year in

person with manager (incl group & 1/1)

X %

X %

X % with survey rating 3

X % with survey rating 2

Define and rollout process for R&R

definition and updates. Progress to plan.

On track.

R&R defined, publication

planned within 2 weeks.

SLT review in April.Published in Q2.

Rollout update process

during Q3. (Monthly)Published R&R updated

quarterly

KPIs for Global CultureProject

Overall Program

Job Families

Job Mobility

& Rotation

Flexible Hours

Roles &

Responsibilities

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Workflow Network

2010 -2011

2010 2011


Yellow = AMER

2010 2011

Advice Network

2010 -2011


Yellow = AMER


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2010 2011

Client communication Network

2010 -2011


Yellow = AMER

2010 2011

Innovation communication Network

2010 -2011


Yellow = AMER


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Results

Network Composition moved in a positive direction for each regionand each question relative to 2010 in many cases these changesexceed X %

AMER, ASIA, and EMEA now share the core of the network significant change from the AMER-dominated network of 2010

ASIA and EMEA are at least as influential (if not more so) than AMERin terms of their connectedness to other influential individuals

AMER has been relieved of the burden of serving as a bridge to othersubsections of the network though this work still continues in ASIAand EMEA.

The new norms and values

We strive to an environment of strong and effective global matrixorganization, reduce culture barriers, build global leadership andincrease employee engagement

o New Regional and Country Business Partners roles to enable Close to the customer

and matrix management of remote/distant employees

o Defined standard, Global and simple Job families with clear Career path

o Structured Job rotation and mobility process to support organizational flexibilityand leadership skills development per environmental needs

o Global leadership development through empowerment, defined values, mentoring

and matrix/remote training

o Built cross culture engagement and trust through global team building activities

o Developed sharing the pain and flexible hours practices for remote/virtual

team work

o New working methods and processes to enhance global Communication, IdeasSharing and Financial visibility


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Insights from this case

Even Global Organizations can go through regressive periodsdue to different factors (structural changes, mergers, etc.)

Changing interactions between groups is possible and doable

Interactions between groups can be measured and changed.Network Analysis is a great tool to map and understandinteractions

Managing cultural change as a project (tasks, milestones, KPIs,etc.) is critical.

Insights from this case

Soft elements like culture and cultural gaps affect performancedramatically

Teamwork and peoples excitement are critical for success

Sometimes simple mechanisms like sharing the pain can have

strong impact Different areas in one company can have different global

maturity levels


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What did we contribute ?

Project Concept Definition

Workshop Facilitation

Network Analysis Survey construction andanalysis

Survey & KPIs construction and measurement

Task Team Facilitation & Input

Project Management

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Addresses conflicts early, andpositively manages them

Extracted from Leadership Profile:


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Makes others successful



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Confidence to work independently

Foster collaboration

Extracted from Leadership Profile:v


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My area of responsibility and

job description are well defined

I am able to influence key decisions



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Different Needs

Modular solutions


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I cant believe this! Is there anyone

here who isnt too chicken to jump?

Thank You !


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4/14/20

WELCOME TO THE

GLOBAL READINESS

EVENT

Managing a Virtual Global Team is like

LEADING WITHOUT SEEING


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4/14/20

Hi, Im Assi a PM in an Israeli global company.

I manage a virtual team and find myself caught up in somany challenges trying to manage my team in an

optimal way.

To my team:


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Chris , direct from Silicon Valley

Kazuki-san From Tokyo


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Wolfgang the Frankfurter

Our very own ,Arieh, Agam andNadav from Ramat Hachayal


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Our cool guy,Rajat ,from Bangalore

of course, Nicholas from Paris


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and the new guy -Psy from Korea

When it comes to Virtual Global Teams:

PERSONALITY sometimes mattersmore than talent!!


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Remote & Virtual

management:

Communication Channels

Complexity of scheduling meetings

Partial presence

Dual Loyalty (country vs. corporate) Limited personal contact

Work hours flexibility

Holidays

Assi has many challenges:

Cultural

Different attitudes to:

Work/life balance Time Planning Uncertainty avoidance Rules Manager effectiveness Communication style


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When Rajat in Bangalore says:

I have adoubt...

What does he really mean?

Youre out of your mind

Nuts!

Not possible

Not in a million years

Are you kidding??

Your elevator doesnt go to the top

All of above


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Language

Translation

Accents

Terminology

Slang or local jargon

Lack of nonverbal cues

Semantics

Im desperate


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I dont have the time, knowledge orexpertise

to solve all these issues

BUT

I need to move my team from this:


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TO THIS:

I wish there was a

To solve my Business, Managementand Cross Cultural challenges!!


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Wait a minute Assi

An answer to all your prayers!!

For the First Time Ever


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&

forces

To offer you One-stop-shop solutions to

a variety of challenges for managing Virtual

Global Teams


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HOW CULTURE INFLUENCES BUSINESS

CULTURE


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Peter Drucker Top Managerial Thinker of

20th Century

Tomorrows business challenges are lesstechnical than they are cultural. Culture must be

managedjust like any other businessphenomenon

So how do we manage culture?

We acquire the necessary skills We acquire the necessary skills We acquire the necessary skills We acquire the necessary skills


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What are these skills?

Developing a global mindset

Communication skills

International Business Behavior savvy

Skills for working in Virtual Global Teams

Know-how for Managing Virtual Global Teams

Presentation skills

Acquiring these skills will enable youto

Create the right first impression

Gain credibility

Manage and participate in Virtual Global teams

Play the global game

Influence without authority

Communicate positively and respectfully

Develop and maintain trust with global customers,colleagues, managers, subordinates and vendors


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Who needs the training?

Examples:

ExecutiveManagement

Manage

Negotiate

M&As

Present

Managing Virtual Global Teams

The cultural impact on M&As

Negotiating across cultures

International Business Etiquette

Cultural Intelligence

ProjectManagers

Manage

Implement

CRM

Managing Virtual Global Teams

Cross Cultural Communication

International Business Behavior

Global Presentation skills


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The Bottom Line

In todays global environment,

interpersonal skills are no longer

NICE to have

they have become

ESSENTIAL TO HAVE

Googles Project oxygen

Hands off approach to managing human resources

They assumed that engineers prefer to be left alone

Google manager should have deep technical knowledge

The conventional wisdom was that engineers dislike hierarchy

Assumption that their greatest desire is that bosses stay out of the way

Googles people operations group (HR) began to notice huge swings in the

ratings that employees gave to their managers

So began Googles Project Oxygen they studied more than 10,000observations across more than 100 variables internally it is difficult for

anyone to reject it as theoretical or generic wisdom

In their bosses, do engineers value soft skills more than hard technical

knowledge?


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Surprise, Surprise

The characteristic Google had always considered most

important for its managers deep technical expertise

ranked dead last

What people valued most was

Fair and even-tempered bosses who make time for one-

on-one meetings

Managers who take an interest in their subordinates lives

and careers In the end, what employees wanted was quite simple;

personal relationships with their bosses

WHAT IS PROFESSIONALISM?

Israeli response

Gets results, solves problems, knowledgeable, creative, fast, ontime, reliable, experienced, qualified, effective, helps others,good team player

American responseOrganized, respectful, politically correct, diplomatic, reachesmilestones, clear and precise, even tempered, not emotional,knowledgeable, prepared, consistent, dresses according therules, self controlled, role model and honest


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Shanghai Then and Now

Cross Cultural Communication


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Indirect Communication

I sense that in general, Israel folks mightbe assertive. It does not affect but we hereare not typically used to strong commentsor direction. This may be something towork out

Nobody Turned Up

All

I dont understand why nobody joined our weeklymeeting today.

I have waited 30 minutes and then closed it.

Please go over the report and update your cases.

Our next meeting will be next Thursday as all ourweekly meetings.

Note: the next time you cannot attend a meetingplease inform before, I do not have extra time.

Thanks


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A Better Alternative?

In the spirit of the partnership we arebuilding, I ask you to please respect mytime and our resources by either being onthe call on time, or by declining the callahead of time - otherwise it is wasteful andfrustrating. Please let me know what I need

to do better to enable this

Thank you very much

Coded Speech

I have no clue,but we aintmaking money

Never thought ofthat! We needto discuss

Im a bit of anegomaniac andnarcissist

Lets shoot aroundideas since wehave no clue

What they say What they mean

Let me make a suggestion

It has lots of future potential

Well have to review yourposition

You could be right

I agree, up to a point

This is what Ive decided

to do

Its failed

Youre going to be fired

Its highly unlikely

I disagree completely


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Hello?

Anyone out there?

Relationships in the void

Relationships

as we continue to progress, technicalcompetence will not be enough (Hill,1996) Your success will depend moreand more on your interpersonal skills

and your ability to develop effectivework relationships with key individuals


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5 Top Tips for BuildingRelationships

Leave your get down to business immediatelyattitude at home

Initiate contact regularly

NEVER EAT ALONE

Snail Mail for New year

Learn to small talk

People do Business with Peoplethey Know and Like

Speaker 1: M1 + M2 Speaker 2: M1 + M2

Good example S1: So, how was your trip?

S2: It was really great (move 1). I had the best timeeating all that Italian food (move 2).

S1: Really? (react) I love Italian food as well (move 1).Where did you eat? (move 2)


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Bad example

S1: So, how was your trip?

S2: It was really great. I had the besttime eating all that Italian food.

S1: How much did the flight cost?

Our Training Includes

Workshops

Lectures

Coaching

One on One consultation

Preparation for Relocation

Videoconferences/conference calls Focus Groups

Simulations

Business Games

Case studies


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Thank you

www.uglobaleyes.com

www.uglobaleyes.co.il

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Remote management

Culture

Remote &virtual

Any organization


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The manager

Self: Personal attitudes and behaviors which

promote / hinders from bringing results. Am I clear about my role, responsibilities and the way I'm being

measured?

How do I keep myself aware to my own bias/ interpretations

What is my added value for the team?

Do I know how Im perceived as manager in other cultures?

How can I meet the different expectations?

Others: The teams members as individuals

(tool of cultural mapping)


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The Virtual Team

Basics of building a new team/ developing existing

team: Communicate the new team's purpose & Form together the team's

shared objectives

Identify challenges in two levels: task and relationships

Decide on framework/ processes to overcome challenges

Teams new culture (tool of new team cultural)

Interface back with organization

What challenges you expect in implementing

the new culture into the organization?


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No team is an island

Back to the organization reality:

Communicate to the teams strongest interfaces

about the expectations/ requests from them, and

develop a dialogue.

Negotiate where/ when needed

Act as a role model

SoWhat can we advise Assi? Manager:

self awareness, flexibility, on- going improvement

Identifying team members expectations (cultural

differences)

Team:

Strong structure, organized processes + defined

mechanism for communication and conflict resolution

Create a new team culture

Organization:

Set realistic expectations

Communicate, negotiate and be a role model .


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Food for thought

Questions to be asked by teams members

What does it mean to be managed remotely?

What do should I except from my remote manager?

What are my responsibilities?

What are the main cross cultural challenges of

working remotely?

Global Readiness Event 12.2012 Merged

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