Archives For alignment

Just as it is important for passengers to “Mind The Gap” to prevent injury, it is equally important for organizations to “Mind The Gap” so they do not fall into the traps that will keep them from moving forward – corporate culture in a global organization is extremely complex and fraught with many potential chasms. It is very interesting that people think differently, have different concepts of time, space, work, etc. – however, if we are not careful to appreciate and value the contributions and knowledge that people bring, it is easy fall onto the tracks dead center of an oncoming train! This may cause waning business results, the degradation of important relationships, the sacrifice of your own success, and ultimately – almost certain death! Because globalization continues to gather momentum, the interactions between people from differing geographies and cultures is frequent, and intensifies the complexities of organizational interactions. The more borders a company crosses, the greater the potential for misunderstanding and conflict amongst stakeholders, but also inherent is the potential for unimaginable reward. To succeed across both boundaries & borders, it is essential to break through the barriers of organizational culture and rigid patterns of thinking.

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This week, I am going back a bit to dive deeper into strategy – actually, the execution of strategy – because I was reminded, yet again, of how much time and effort companies spend in developing and refining corporate strategies. Most often, only to find themselves overwhelmed while struggling to translate strategy into an effective operational plan that will facilitate long-term success.

Frequently, organizations strain even more when it comes to prioritizing and executing these plans. I have lost count of the number of executives I have spoken with that firmly believed they had winning strategies, yet those strategies never delivered the game-changing results that the leadership team thought they would. Failure to deliver on strategy is a pervasive problem in business today – studies consistently show that 60 to 80 percent of companies fail to successfully implement and secure the success they anticipated in their strategic plans. The ability of a company to effectively execute strategy and achieve long-term adoption remains sporadic, at best. The fact remains – there is an enormous gap between strategy and execution.

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I was in a meeting with a senior executive recently, when he shared his concern that the processes and approaches the company is using to develop the corporate strategy may not take the business forward as planned, but backward. As we discussed his challenges, there were some key gaps that the organization was likely to fall into that could easily be avoided with a strong planning process. So, here are a few of the more prominent reasons organizations fall into the strategic planning gap…How many of these are evident in your business?

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Most organizations today operate in a global environment. Goods and services are sourced and sold across international markets. As such, virtual teams’ are an enormous asset in almost any organizational setting. Leveraging diverse virtual teams across global markets has the capacity to determine unique multi-market strategies, undertake planning from diverse perspectives, carry out research in different markets, and perform other complex tasks that have the capacity to drive competitive advantage for global organizations.

Despite this fact, diverse virtual teams’ are an unexploited asset in most organizations. Even though the opportunities are enormous, most leaders also recognize that the challenges are significant as well. Teams with members from diverse cultural and functional backgrounds inevitably differ in their assumptions about decision-making and even in their preconceptions of teamwork – traditional models of multicultural collaboration often fail to leverage individual team members’ skills and experiences in productive ways.

There is a fundamental balance that you, as a leader, need to recognize and encourage in your virtual teams if you are serious about succeeding in today’s global marketplace: coexistence of differences and meaningful participation. The idea that differences can coexist productively, while facilitating meaningful contributions is not intuitive, because it’s complex.

This inherent complexity often causes leaders to opt for decreased productivity, rather than leveraging the immense potential that lies just beneath the surface of the virtual team.  The potential resides in something that your multicultural virtual teams have that traditional teams do not:

Divergent Thinking

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Global virtual teams (GVTs), present in many organizations, transcend organizational, national and cultural boundaries. This evolving structure in organizations provides flexibility, integration of globally dispersed skills and capabilities – and in the case of GVTs – connectivity across geographical and temporal boundaries, to name but a few advantages. However, virtual teams also encounter multiple challenges that are characterized by cultural miscommunication, power and control, cross-cultural conflict, and the effective attainment of assigned global goals and objectives

Not surprisingly, despite years of research on how to improve virtual team outcomes, GVTs still fail at an alarming rate – research results suggest that failure rates for virtual teams may be as high as 70%. According to Culture Wizard’s (2018) Global Virtual Teams Survey, the top challenges faced by global virtual teams are difficulties in communication (81%), managing conflict (86%), building relationships (86%), poor responsiveness (80%) and lack of engagement from all members (76%) – in short, they lack integration. The success or failure of a global company is essentially in the hands of culturally diverse people with many of them operating as part of a global virtual team.

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All Roads Lead To Rome

November 9, 2021 — Leave a comment

There are several hundred national and regional cultures throughout the world. The enormity of the notion of deciphering the cultural norms of each of these diverse cultures is incredibly overwhelming. A dose of cultural intelligence goes a long way toward facilitating better relationships and reducing misunderstandings across boundaries and borders. Ideally, armed with some valuable information and tools, you (as a global leader) can acquire insight into the diverse cultures within which you interact – making it possible to adopt a cultural perspective toward teams, colleagues and clients that empathizes and is designed to align to the orientations of others.

If we are open to similarities versus differences, we can begin to see that it is possible to view all of the variant cultures through three lenses. These differing orientations will greatly increase the ability to successfully interact across cultures:

1) Task-oriented, highly organized planners (Monochronistics)

2) People-oriented, extroverts (Polychronistics)

3) Introverted, respect-oriented listeners (Reactives)

In a world that has globalized rapidly, the ability to interact successfully with colleagues from disparate cultures is seen not as optional, but as essential.

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