Global Teams: Achieving Corporate Agility to Address Critical Needs
Corporations are facing tremendous pressure from the combined impact of outsourcing, globalization of the marketplace, ubiquitous instantaneous telecommunications, and ever-accelerating technological change. Established products, services, production process, and even business models risk losing their competitive standing in the emerging global economy.
Leading corporations are discovering that one of the best responses to global challenges is to create “global teams.” Quickly assembling agile groups of employees from within the company, and beyond, from around the world -- often using social media and other virtual technologies -- these companies are creating effective resources with which to address new challenges. Whether penetrating a new market, producing goods more competitively across the globe, or optimizing work with outsourcing partners, global teams are proving to be mission-critical as companies embrace the many new opportunities for growth and profit that new technologies and a world marketplace make possible.
This KnowlEdge Series will provide strategic and tactical insight about how to assemble and deploy global teams to solve new problems, create new products and services, retain competitive position, and open new streams of
Business Issues: As companies increasingly pursue global strategies, how are they using models based on various team structures to achieve the agility they need to address rapidly evolving opportunities and threats in their competitive environment? What are the lessons learned?
PART 1: Redefining “We”: Identifying, Enlisting and Engaging Team Members across Functions, Time and Space… view details
01 December, 2009 11:00 AM EST [11:00] | (1 hr)
What is the evolution of a corporate culture that encourages the rapid assembly and deployment of effective global teams? What are the barriers to this kind of organization-wide agility? What are the supporting factors that can help build that capability? FedEx exemplifies the global organization reliant on a loosely-coupled network of professionals around the world addressing product development and delivery and operational challenges in multiple markets, geographies and cultures around the world. This session will address the human and technical issues related to building and leading an effective cross-functional global team.
As part of the global FedEx marketing organization, Robert Jones is involved with international product development, segment marketing and international product management. He began his career with the U.S. Department of State as an International ... Full Bio
PART 2: Institutionalizing Results: Solving Problems/Moving On… view details
07 December, 2009 11:00 AM EST [11:00] | (1 hr)
Global teams can be very effective when focused on a specific challenge that can be “solved” with the timely application of dedicated resources. How do the results of these “swat team” projects get effectively integrated into the larger organization? What are best practices for incorporating ongoing innovation and problem-solving agility into the organization as a whole? This session will look at how, using global team, P&G innovated a whole new manufacturing process in order to build – and maintain – their competitive position in Latin America.
Krishna Medepalli has spent his career at P&G, involved with multiple launches of global products. Born and raised in India, he has degrees in chemical engineering from India and the US. He is focused on connecting people globally to make idea... Full Bio
PART 3: Network Power: Enabling Teams in the Virtual World … view details
09 December, 2009 05:00 AM GMT [05:00] | (1 hr)
The social media channels that are breaking down structural barriers and enabling revolution are proving to be a powerful tool for building both formal and ad hoc teams within organizations. How are these tools being used to enable collaboration, spark innovation and increase productivity? What are the longer term effects of these tools on organizational competitiveness and how should companies be thinking about actively supporting their use in the pursuit of corporate agility?
Thomas J. Hoehn
Tom Hoehn has been involved with Kodak's Internet activities since their inception. In his 20th year at Kodak he has held various roles in web marketing, leadership, and business development. He led social media efforts to extend Kodak communicati... Full Bio
President and Chief Executive Officer
The Conference Board, Inc.
Jonathan Spector is president and chief executive officer of The Conference Board, Inc., the most widely cited private source of business intelligence. The Conference Board convenes thousands of executives annually in council, conference, and meet... Full Bio
Program Director, The Conference Board Council on Innovation and Digital Strategy Council
Jim Lichtenberg's expertise is in e-business strategy. Lichtenberg has successfully completed business-building assignments for clients such as Prudential, Nestle, John Wiley, AT&T, and DuPont. His articles on technology and culture have appea... Full Bio