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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
5
Applied Materials Worldwide
Israel
104 Worldwide Locations
India
Korea
Europe
Taiwan
UAE
China
South East
Asia
North America
Japan
6
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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
7
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
8
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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
10
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GIS Global Culture Core Team
China
Japan
Singapore
India
Korea
Ireland
Austria
Israel
USA
France.
11
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.
12
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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
13
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
14
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Initiative Example: Leadership Profile
15
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
16
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
19
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
X % agree or strongly agree
W. Leadership opportunities are available inthe regions
Global leadership is a key improvementopportunity
Baseline Survey sample findings
20
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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
X % agree or strongly agree
Baseline Survey - Main findings
21
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
22
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Workflow Network
2010 -2011
2010 2011
Blue = ASIARed = EMEA
Yellow = AMER
2010 2011
Advice Network
2010 -2011
Blue = ASIARed = EMEA
Yellow = AMER
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2010 2011
Client communication Network
2010 -2011
Blue = ASIARed = EMEA
Yellow = AMER
2010 2011
Innovation communication Network
2010 -2011
Blue = ASIARed = EMEA
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
Extracted from Leadership Profile:
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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
Extracted from Leadership Profile:
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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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WELCOME TO THE
GLOBAL READINESS
EVENT
Managing a Virtual Global Team is like
LEADING WITHOUT SEEING
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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
51
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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?
Top Related