Being There Without Going There: Managing Teams Across Time - download pdf or read online

By George Van Ness, Keith Van Ness

ISBN-10: 1587623196

ISBN-13: 9781587623196

How do you want to go to consumers in 3 diverse towns, paintings with providers and companions on continents, lessen time to marketplace through 25%, decrease expenses through 10% and nonetheless make it domestic in dinner time? by way of adopting the concepts and applied sciences set forth in Being There with no Going There, you could allure and hold most sensible employess, elevate productiveness and potency and tips on how to deal with humans and initiatives wherever on the planet. This e-book will exhibit you ways disbursed groups function, introduce the elemental applied sciences that permit groups positioned elsewhere to interact and supply functional examples and case reports of those ideas at paintings.

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Extra info for Being There Without Going There: Managing Teams Across Time Zones, Locations and Corporate Boundaries

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The company has two basic lines of business. Its initial focus was doing outsourced design and manufacturing for companies that had good ideas and strong sales and marketing channels but were looking for low-cost, high-quality engineering and manufacturing to supplement their core teams. While IMT did have one product that it took to market itself, outsourcing was really the model that got it to about $12 million in annual revenue, Li says. More recently, the company has begun to develop more of its own patents, she says, and is beginning to develop its own direct sales and marketing channels.

The current state of Internet collaboration technology enables business practices that let teams function as if they are in one building, even if team members are distributed around the world. By using this technology effectively, companies can reduce cost, speed up time to market and create a highly motivated labor force. 61 CH AP TE R 5: COMMUNICATION & RELATIONSHIPS Chris starts by highlighting aspects of Li’s experience that fit with Marvin’s goals for Ray’s team: how she operates at lower cost than a traditional model, including recruiting, retention, the cost of labor, the productivity of her work force and the cost of manufacturing; how she brings together product development, marketing, manufacturing and even sales to launch a product for less money, faster and without the coordination problems that can cost months of lost time; and how her distributed teams let her get closer to her customers and to networks that include universities and partners.

The company’s manufacturing centers are frequently in low-cost locations that aren’t close to development headquarters, Ray explains. 34 THE EXISTING OPERATION Marketing teams are in a variety of different countries, and sales people are spread all over the world. Could a few months of the product launch slip—and some of the extra costs—have been avoided if all of the teams had somehow been brought together in a single, easy-to-maintain plan, with a single program manager in charge? Chris asks.

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Being There Without Going There: Managing Teams Across Time Zones, Locations and Corporate Boundaries by George Van Ness, Keith Van Ness

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