RSTD Transnational Teams

8/12/2019 RSTD Transnational Teams

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RSTD CASE STUDYPRESENTATION

Submitted By-

Nikita Sangal


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CASE

1985- Fuji XeroxTokyo engineers-Xerox Corporation facilityWebster,

New York.

1991- Eastman Kodak- Photo CD. Group of experts based in London

developed a strategy for the

simultaneous introduction of the photoCD in several European countries.

The Photo CD has been Kodaks most

successful multicounty product

introduction.


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Transnational teamcontributing

companys efforts globalize and extend

the firms products and operations intointernational markets.

Transnational teams present challenges

to the companies that use them.


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FORMATION

Existencetwo ways:Top Down

Bottom up

Most teams are formed from the top down. Senior managers see a competitive need

decide that a transnational team should beformed, and put together a team with a

particular mandate. For ex : HeinkeinEuropean Production

Task Force


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Other transnational teams are

emergent, they evolve naturally from

existing network of indiviulas whodepend on each other to accomplish

their work objectives.

In some cases, teams develop theirown mandate and challenge higher

managers to accept and support it.


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USES

Help achieve global efficiency todevelop regional or worldwide cost

advantages, standardize designs and

operations.

Locally responsive

Organizational Learning


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MODELTRANSNATIONAL

TEAM

Transnational teamwork group

composed of multinational members whose

activities span multiple countries.

Two key factors affect a transnational

teams composition, operations and

performance.

Task Complexity and importance

differentiate transnational teams from other

types of work teams.

Transnational teams typically work on


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That are highly complex and have

considerable impact on company

objectives. Many transnational teams are

geographically dispersed, with members

on different continentsMulticultural dynamic

If a transnational team is to obtain a

maximum contribution from each of itsmembers, it must be adept at handling a

variety of cross cultural issues.


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TASK COMPLEXITY &

IMPORTANCE 1991- EGBD- developing a plant on

European continent.

EGBDs challenge in bringing natural

gas Team is staffed from the different

regions of the world.

Team should be evaluated on themeasures such as revenue generatedor market share.

Teams performance can be assessed

subjectively.


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1993- the board of directors approved

EGBDs multimillion dollar business plan

and authorized the team to beginimplementing it.

EGBD is an entrepreneurial business

unit within its large parent firm.


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Contribution to Business

Strategy For example, 1990- British Airways

mergedtwo partsJapanese

business to fulfill the mandate grow

revenues. In a new or reconfigured transnational

team, the team building process must

begindiscussion of companys

strategy and teams mission.


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Leadership

Team leader must perform multiple roles. Team leader plays the role of advocate

business necessity, mission, gatheringresources.

Evolves -The main leadership role shifts tothat of catalyst

Matures- the primary leadership role shifts

to integrator. The leader of East mans Kodak Photo CD

European launch team proved to be skilledintegrator.


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The launch teams work progresssedthrough three major phases

FIRST PHASE overall strategy developmentconceptual

part- teams major goals and tactics.

SECOND PHASE Action stageLaunch plan development.

THIRD PHASE Launch implementationtransferred

responsibility for executing assignments totheir respective country orgz


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Fully established transnational team, no

one leadership role dominates. Instead all

the three roles are useful i.e advocate,catalyst, integrator.

team leaders themselves need to set a

personal learning agenda to developknowledge and skills consistent with all

three leadership roles.

human resources department should beprepared to provide executive

development training and experiences

that nurture the major leadership roles.


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STAFFING

Staffing transnational teams is a processfraught with tradeoffs and ambiguities, and

even the most sophisticated global firms

struggle with it.

three important considerations are involved:

1. the tradeoff between local hiring and the

use of expatriates,

2. consideration of group as well as technicalskills among team members, and

3. Size of the team


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final staffing approach, used only sparingly todate, is to allow team members to locatethemselves wherever they desire.

final staffing issue, optimal team size - Themost energized, committed teams appeared theones whose members complained most aboutbeing overworked and understaffed.

refered to that phenomenon as N minus onestaffing. That is, the best approach for producinga highly enthusiastic team seemed to be todeliberately understaff it--and perhaps keep it

leanand mean in terms of other resources aswell.

Although no optimal team size can be specified,the average size of the transnational teams was

12 persons, with a range of six to 21.

Ali t ith C


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Alignment with Company

Structures, Programs, and

Systems.As a transnational team develops an effectivealignment of key internal features such as i t s

mission, leadership, and so on, it must also

develop an external fit with the rest of thecompany.

In addition to structural barriers, a companys

programs and management systems may have

deleterious effects on its transnational teams.

Transnational teams generally are not in a

position to make major changes to company

structures and svstems

C i ti d


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Communications and

Decision-Making

Technologies. transnational teams must communicate andmake decisions across vast geographic

distances.

large geographic distances between membersof a transnational team can aggravate the

difficulties of assembling an integrated,

cohesive work group.

first information technology needed bv atransnational team is a communications

system.

transnational teams also use databases of

various sorts. Eg. Glaxo-Wellcome's medical


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Multicultural DynamicsA multinational team, in contrast to teams from

a single culture, entails differences among

members in language, interpersonal styles,

and a host of other factors.

Effective transnational teams directly confrontthe multicultural issues that inevitably arise in

the group and search for wavs to resolve

them.

Ineffective teams either ignore such issues or

hope they can be resolved by the human

resources department or through some type

of outside training.


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Group Process Facilitation.

In many transnational teams, threepowerful cultures operate

simultaneously.

corporate culture affects team dynamics. some teams have a very strong

occupational culture.

development of a healthy group processmust take into account five major factors

reflecting national and corporate

cultures:


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Cross-cultural

Management. MacGregor Navire, a small company of approx

900 employees, is the global market leader inshipboard cargohandling equipment.

The company must enable a Norwegianshipbuilder, for eg, to design cargohandling

equipment in Norway, build it in Taiwan, andservice it in South America.

The CEO of the newly merged company hand-picked his executive team of five managers, ail of

whom he knew and trusted and who shared hisvision of where the company should be headed.

Because he allowed each of them to choosewhere to live, the team is spread across Finland,

Denmark, Sweden, and England


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Each executive is multilingual, but team

members speak in English during their

weekly teleconference.

The roles and responsibilities for

implementation are kept very clear so that

interaction on a day to-day basis acrossgeographic distances is unnecessary.

MacGregor Navire Executive Team is a

model of cross-cultural management.

Team members all knew each other, spokemultiple languages, agreed on the teams

mission from the outset, and shared the

same business values


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FOUR STAGE TEAM BUILDING

PROCESS

Forming the Team

Focusing the Team and Its Mission

Maintaining the Team Transfering Learning Throughout the

Organization


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BACKGROUND GLAXO

WELCUM The company first assembled a high-caliber HR

team, composed of the firms top organization

development (OD) practitioners from both the

U.K. and U.S.

The company invested substantial financial and

human resources in the demonstration project.

The HR team assessed the HR department as

a whole, devised matrix grid. To meet the new demand for global service

delivery that arose from re organization,

expanded the number of transnational team

facilitators from the planned 20 to more than


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Staffing the HR function took about eight

months, and the HR department explicitly

committed itself to becoming one o f the

worlds best facilitators of transnational team

development.

HR team implemented its plan and

periodically evaluated results. By means of a mentoring process, the new

facilitators were quickly educated about the

companys business strategies, structures,

and systems so that each teamsmission and

operations could be properly integrated with

the rest of the organization.


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STAGE 2

skills (technical and group) focus is on building an effective group

process: developing team norms,

articulating useful team roles, identifying

success criteria, and so on.

Facilitators believe that unless a sound

group process develops during this stage,

the team probably will not achieve superiorbusiness results in the years ahead.

cultural sensitivity intervention


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STAGE 3

maintenance stage Facilitation skills are transferred from the OD

practitioner to the team leader and members.

most important milestones - getting the team to

take responsibility for its own outputs--not justthe teams formal deliverables, but also the

outcomes of team meetings.

The teamsmembership may change during the

maintenance stage. When new members come

on board, either temporarily or permanently,

team dynamics change, and some teams invite

back their facilitator to help the group fine-tune

its process


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STAGE 4 HR practitioners transfer information among

teams, but the teamsproject leaders also gettogether on a regular basis to exchange advicebased on their successes and failures.

Successful projects are celebrated andrewarded bv the company, but so too arecertain types of breakdowns.

Senior managers have agreed that when anR&D project is canceled, there is reason tocelebratethe team did well to abandon theproject by not wasting company resources,and other teams probably can learnsomething useful from the experience.


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LESSONS LEARNED

Performance measurement - performancecriteria and 360-degree evaluation

instrument.

recognition of the value of p o s t -projectevaluations.

heightened management awareness

most valuable lesson - team effectivenessprecedes company effectiveness.


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CONCLUSIONS

Transnational teams are at the heart ofthe globalization process.

transnational teams are almost always used

to both launch and manage the process

The model of transnational team effectiveness

can be used to examine the key variables.

must dramatically improve their human

resources departments to supporttransnational teams properly, and they will

want to develop innovative and customized

compensation schemes to reward teams for

their accomplishments.


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RSTD Transnational Teams

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