Customer Reviews

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

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Some of the challenges of managing global teams are obvious. For example, team members will probably speak different languages and come from different cultures. So how do you function in the Tower of Babel? Authors Michael J. Marquardt and Lisa Horvath recommend designating a common language, usually English for American companies. On the other hand, some of the challenges global team managers confront are not so obvious. For instance, what reward system do you use when everyone values different things? Can you just give everyone a pat on the back and a bonus, or must you individualize feedback mechanisms? What etiquette do you follow if everyone has a different sense of what is polite? If these issues haven't occurred to you already, you need this book. If they have, well, We still suggests this rundown on the very basics. As you may have guessed, all the issues you have already confronted with international employees get magnified with global teams.

This is mostly about common sense, but it does provide some clever insight into today's multinationals and it's worth for anyone interested in how our different cultures can work together in one organization, and perform at their best. The authors start from an interesting premise, that is "you can never completely understand a culture that is not yours / or that you haven't been living in".

Some of the challenges of managing global teams are obvious. For example, team members will probably speak different languages and come from different cultures. So how do you function in the Tower of Babel? Authors Michael J. Marquardt and Lisa Horvath recommend designating a common language, usually English for American companies. On the other hand, some of the challenges global team managers confront are not so obvious. For instance, what reward system do you use when everyone values different things? Can you just give everyone a pat on the back and a bonus, or must you individualize feedback mechanisms? What etiquette do you follow if everyone has a different sense of what is polite? If these issues haven't occurred to you already, you need this book. If they have, well, We still suggests this rundown on the very basics. As you may have guessed, all the issues you have already confronted with international employees get magnified with global teams.

Presents the key challenges facing global teams with specific recommendations and case studies on how to overcome those challenges.

Marquardt and Horvath have done a very competent job bringing together good practices for people and organizations working in different places and cultures. Examples from Pfizer and other global corporations make the clear, simply written prose real to the reader, whether a newcomer to this interesting and pertinent field or someone who, like me, has seen a lot of the literature and done a lot of this work already. For my taste, I would have preferred to see more about technology, but the coverage was good and comprehensive enough to whet the appetite or confirm in business language what the practitioner would need to say to a business leader or a manager who was having trouble or starting out. The layout of the book is pleasant. What did worry me about the work, which I still rate highly, is suspicion that the research and scholarship were not up to a high standard, e.g., the consistently incorrect citation of the 1994 classic in the field "Globalwork" by Mary O'Hara-Devereaux and Robert Johansen, from which many of the authors' points are drawn, and an index that was generally wrong in its pagination.