High Performing Teams in Unfamiliar Places: Dan Field at SMECC - 20131030
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High Performing Teams in Unfamiliar Places - Dan Field This talk will be a discussion of the critical success factors when offshoring knowledge work to international teams. Many companies from many industries have successfully offshored & outsourced their basic processing and operations, far fewer have replicated this success with critical and high value tasks. Some success factors are obvious, others are not – all are relevant to companies of any size considering going offshore to access talent.
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High Performing Teams in Unfamiliar Places: Dan Field at SMECC - 20131030
- 1. High Performing Teams in Unfamiliar Places Crossing the cultural divide Dan Field, 29/10/2013
- 2. Overview Introduction What are we actually talking about? A framework for understanding the keys to success 9 things that matter Summary and questions
- 3. Not so fast? Outsouring? (skeptek.com) NO! This is about expanding a business Just for big corporates? NO! This applies to expanding any business Only relevant to India? NO! High performance is its own culture
- 4. In general… I am going to assume there is an existing business that is expanding to a ‘foreign’ country The ‘foreign’ country is likely to be a lower cost alternative HOWEVER – most of what follows applies much more broadly as well
- 8. 1) Believe it is possible Pygmalion effect is real (and so it the Golem effect) Don’t fail before you even start In a cross cultural setting, the risk of (unconsciously) making limiting assumptions about ability is real A
- 9. 2) A challenging problem to solve Intrinsic motivation is built upon meaningful work Work should require judgement, expertise and have scope for out of the box thinking W Work can be repetitive – but hiring strategies need to reflect this
- 10. 3) Attitude before expertise Good behaviours matter more than good knowledge and skill (these can be taught) Attitude is much harder to shift than ability W Poor behaviour can quickly undermine culture
- 11. 4) A cultural bridge Learning to work with different culture requires coaching Cross culture: use of language, interpreting communication, interpreting behaviour etc. Existing culture: jargon, policies, history, office politics, personalities etc. Key to efficiently 'interfacing' a new team with an existing business C
- 12. 5) A respected insider The key to achieving buy-in This person builds in a degree of trust and respect. Much more likely to afford second chances to a team represented by someone they know to be capable Provides a 'cut out' for key stakeholders, allowing any issues to be discussed offline and communicated indirectly A
- 13. 6) Put faces to names Anonymity is the enemy – make it personal Insist on voice and video, encourage relationship building Create an incentive for team members to invest in each other C A
- 14. 7) Multidisciplinary depth Give them what they need to succeed More autonomy equals greater efficiency Reliance on shared resources introduces bottlenecks Innovation, accountability, learning, speed - all increased by greater independence A
- 15. 8) Equity like incentives Be creative, take advantage of economic imbalance Yes, can be financial, but often not the best option For example, in developing markets, a transfer to head office in a developed country can quite literally be life changing If everything else is done right, this is primarily about retention W
- 16. 9) Involved & Visible Management Get the ‘big boss’ involved Signal to rest of the business – legitimacy, push through roadblocks, advocate Motivator to team members; success or failure will be highly visible (especially in hierarchal cultures) Role models a flat management structure by giving team members executive access W
- 17. Overview: Dan’s 9 Things that matter 1. Believe it is possible 2. A challenging problem to solve 3. Attitude before expertise 4. A cultural bridge 5. A respected insider 6. Put faces to names 7. Multidisciplinary depth 8. Equity like incentives 9. Involved and visible management
- 18. A few other quick points Leadership is really important In a perfect world your leader is a generalist, the cultural bridge, and the respected insider (too bad the world is rarely perfect) Success is a long term investment – and therefore usually not cheap (but return can be very high)
- 19. Some risks to consider (Very quickly - more relevant to a corporate context) Unrealistic expectations regarding speed to scale Resistance for fear of destabilising existing business segments Corporate policy roadblocks Attrition and career paths Powerful vested interests and lack of management urgency
- 20. Summary 1. A challenging problem to solve 3. Attitude before expertise 4. A cultural bridge 5. A respected insider 6. Put faces to names 7. CONTEXT Believe it is possible 2. ABILITY Multidisciplinary depth 8. Equity like incentives 9. Involved and visible management KNOWLEDGE SKILL WILL ART A*C*(K+S+W) = ART
- 21. Questions? Dan Field – dfield83@gmail.com
Notas do Editor
- Invited to talk to you about my Share ideas, frameworks and approaches for maximising It's a little bit different from topics normally presentedIncreasingly relevant in today's world
- Framework - foundation of a successful team. 9 very specific success factors that you can How they relate to the Few other ideas and things that you mightIn theory I have 2 hours of your timePresentation not workshopReasonable pace, compelling, concise, entertainingLots of time for questions networkingAsk questions as we goMy storyDon't claim to be an expert in outsourcing or offshoringNo study, stats, papers I do have is 2.5 years of hands on experience in travelling to a country I'd never been to before, bringing together a group of people most of whom had never left their country before, and integrated those people in to a global business in a way that was extremely successful.
- Skeptic storyThat’s outsourcing at it’s worst. Obviously sometimes it works really well too. But not what I’m talking aboutGrowing your business internationally Getting high value, judgment oriented and complex Integrated in to your overall business. Not setting up support team or something like that. Setting up a business unit. Not corporate?Good business is good business.Hong Kong is a small Because talent, particularly technology, is often Because small businesses can’t absorb failures India?Crux of my presentation, convince you India, I’d never visited before, belief fundamentally the Respected, challenged, learn, responsibility, accountable, supported, acknowledged, credit for a job well done.I’ve proved it to myself in India, but I’d take the same I’m not suggesting there would be no differencesGetting the best out of people is about the culture you create