Building Global CapabilityCreating and Maintaining Effective Global Teams Strategic Benchmarking Research, Analysis & Reco...
Table of Contents Project Overview Key Insights Why companies establish global teams How companies mea...
Project Methodology and Study ObjectivesAs the building blocks of global organizations, virtual teams can provide a compan...
Participating CompaniesFifty-nine representatives from 56 companies participated in this research. Respondentshave an aver...
One-Third of Employees Work on a Global TeamOn average, more than one-third of employees work on at least one global team....
Global Teams Help Achieve Operational ExcellenceNearly half of participants goals or objectives in setting up global teams...
Lack of Common Processes Sets Back Effort No dominant front-runner emerges for practices or tools that impede progress t...
Global Teams Achieving Successes in Many Areas In addition to productivity, communication and alignment successes, partic...
About Best Practices, LLCBest Practices, LLC is a research and consulting firm that conducts work based on thesimple yet p...
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Best Practices in Building Global Capacity for Corporate Teams Report Summary

In today’s global marketplace it has become common for organizations to establish employee groups around the world to access diverse skill sets, a low-cost workforce and round-the-clock business hours. However, companies are faced with the challenge of managing global teams and issues around different cultures and time zones. Best Practices®, LLC’s timely study identifies how leading organizations efficiently manage their global operations. Executives can use this study to compare their current virtual team management strategies with that of benchmarked practices and thereby enhance the performance of their global team networks.
Published on: Mar 4, 2016
Published in: Health & Medicine      Business      Education      
Source: www.slideshare.net


Transcripts - Best Practices in Building Global Capacity for Corporate Teams Report Summary

  • 1. Building Global CapabilityCreating and Maintaining Effective Global Teams Strategic Benchmarking Research, Analysis & Recommendations Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  • 2. Table of Contents Project Overview Key Insights Why companies establish global teams How companies measure progress toward globalization Tools and practices that accelerate progress Practices that facilitate working with other cultures, time zones and workplaces How progress of individual global teams is measured Top improvement objectives for global teams Key lessons learned for managing global teams The biggest pitfalls to avoid Detailed Findings Appendix 2 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  • 3. Project Methodology and Study ObjectivesAs the building blocks of global organizations, virtual teams can provide a companyaccess to diverse skill sets and expertise, knowledge and wisdom about emergingmarkets, and round-the-clock business hours for efficiency. However, effectivelymanaging these dispersed teams requires overcoming difficult hurdles. Primary research was conducted through an online survey instrument. This benchmarking study aims to explore tools and techniques that companies use to function effectively on a global basis and to improve the performance of their global teams and networks. Building a Global Organization Tools & Techniques to Help People Work Together Innovative Practices & Insights 3 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  • 4. Participating CompaniesFifty-nine representatives from 56 companies participated in this research. Respondentshave an average of 11 years of experience in working with global teams or in helpingpeople work better together globally. Amos Laycock ConsultingAnsell Services(Asia) Sdn Bhd Maruti Udyog Ltd 4 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  • 5. One-Third of Employees Work on a Global TeamOn average, more than one-third of employees work on at least one global team. At 25percent of companies surveyed, 60 to 100 percent of employees work on global teams. Q5. What percentage of the total number of employees work on at least one global team? Employees 75th Percentile 50% Mean 34% Median 20% 25th Percentile 10% (n=53) 5 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  • 6. Global Teams Help Achieve Operational ExcellenceNearly half of participants goals or objectives in setting up global teams involve achievingglobal operational excellence. Improving global integration and collaboration, establishinga global customer focus, and facilitating corporate growth are additional goals ofbeginning global teams initiatives. Q7. Please describe the top three goals or objectives in setting up global teams at your company. 1. Global Operational Excellence 49% 2. Improve Global Collaboration/ 25% Integration Other: 3. Establish Global Customer Focus 11% • Global innovation • Response to Facilitate Corporate Growth 10% government initiatives • Safety Other 6% • Sustainability % of Responses (n=171) *Respondents shared up to three goals. The total n reflects number of responses. “By establishing global teams, we can ensure the voice of the geographic region is “By establishing global teams, we can ensure the voice of the geographic region is accounted for. We depend on this global resource to help us understand the implications of accounted for. We depend on this global resource to help us understand the implications of change from a global perspective.” change from a global perspective.” -- Manager, Organizational Development Manager, Organizational Development 6 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  • 7. Lack of Common Processes Sets Back Effort No dominant front-runner emerges for practices or tools that impede progress toward becoming global, suggesting there are many places to misstep. Processes, cultural training, and leadership are key areas to monitor for issues that set back efforts. Q12. What are three practices, tools, or techniques, if any, that did not work to accelerate your progress or that set back the effort toward becoming a global organization? “We talked about being a global “We talked about being a global 1. Complicated, Disparate organization and did not act it for way organization and did not act it for way 29% Processes too long. As a result, there is a lot of too long. As a result, there is a lot of pessimism and distrust that hold global pessimism and distrust that hold global 2. Poor Leadership/Buy-in 23% teams back from operating more teams back from operating more effectively.” effectively.” 3. Lack of Cultural 22% -- Manager, Organizational Development Manager, Organizational Development Orientation/Training Organizational Other: 22%Design/Accountability/Alignment • Country P&L • Explore the opportunity • FDA audits Other 5% • Financial constraints % of Responses • Internal company information (n=110) *Respondents shared up to three tools. The total n reflects number of responses. 7 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  • 8. Global Teams Achieving Successes in Many Areas In addition to productivity, communication and alignment successes, participants celebrate achievements in building competencies through development and increasing engagement through talent management and team building. Q24. Given your progress in achieving your improvement objectives, where have you had the greatest success? • Entire global teams following same process• Engaging staff and entry • Genuinely implementing a global best practice level positions • Improved quality levels in the manufacturing organization• Joining teams together Increased behind common goal Increased • Meeting goals and objectives on time, on budget• Talent management breaking Productivity Productivity • Service delivery and service capability expansion • Understanding customer and speed of response down traditional barriers • Fostering relationships with global More More Better Comm./ Better Comm./ execution unit employees Engagement/ Engagement/ Knowledge Knowledge • Global teams using same language Motivation Motivation Greatest Sharing Sharing • Integrated schedule • One system of operation Success • Tools implemented globally to ensure sharing, collaboration Goals/ Goals/ Building Building Objectives Objectives • Establishing solid objectives tied to Competencies Competencies business performance goals Alignment Alignment • Formation of cross-functional• Development, delivery of training programs leadership team of the VPs responsible• Recognition by international professional association for global SG&A functions• Sharing practices within similar industries *Summary of verbatim responses 8 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC
  • 9. About Best Practices, LLCBest Practices, LLC is a research and consulting firm that conducts work based on thesimple yet profound principle that organizations can chart a course to superior economicperformance by studying the best business practices, operating tactics, and winningstrategies of world-class companies. Best Practices, LLC 6350 Quadrangle Drive, Suite 200 Chapel Hill, NC 27517 www.best-in-class.com For more information contact: Best Practices, LLC 919-403-0251 bestpractices@best-in-class.com 9 Copyright © Best Practices®, LLC BEST PRACTICES, ® LLC

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