Read e-book online Global Teams: How Top Multinationals Span Boundaries and PDF

By Michael J. Marquardt

ISBN-10: 0891061576

ISBN-13: 9780891061571

With a 12-step strategic consultant and a wealth of case stories, this e-book bargains the instruments agencies have to bridge distance, cultures, and language, and convert the richness created by way of cultural diversities into cutting edge considering and motion.

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Extra info for Global Teams: How Top Multinationals Span Boundaries and Cultures with High-Speed Teamwork

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5 percent share of the global pharmaceutical market, is one of the leading health care companies. It is headquartered in the UK, has operating companies in seventy-six countries, and supplies over 150 markets globally. In 1999, it employed over 55,000 employees. ” There were signs that although Glaxo-Wellcome’s relationships with its investigators were among the best in the industry, they were not optimal. The team was given the task of understanding customers’ perception of their relationship with GW, exploring the causes of any dissatisfaction, and making recommendations for solutions.

17 GLOBAL TEAMS CHALLENGES FOR GLOBAL TEAMS The impact and value of these ten sources of power attained via global teams should compel every organization to establish global teams systematically and quickly. The future success of the company—if not its survival—will depend on building effective global teams. But creating and maintaining global teams is a complex task that requires the overcoming of significant challenges—challenges that we explore in Chapter 2. 18 C h a p t e r 2 Five Challenges Facing Global Teams lthough an enormous amount of power may be accrued through global teams, there are also tremendous challenges—challenges that sometimes prove too difficult for organizations to overcome.

There were signs that although Glaxo-Wellcome’s relationships with its investigators were among the best in the industry, they were not optimal. The team was given the task of understanding customers’ perception of their relationship with GW, exploring the causes of any dissatisfaction, and making recommendations for solutions. The team sponsors, who are senior managers, represent key stakeholders across the company. They were appointed in late 1998. They then set about the task of appointing the team leader in early 1999.

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Global Teams: How Top Multinationals Span Boundaries and Cultures with High-Speed Teamwork by Michael J. Marquardt


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