Being There Without Going There: Managing Teams Across Time by George Van Ness, Keith Van Ness

By George Van Ness, Keith Van Ness

How do you want to go to consumers in 3 various towns, paintings with providers and companions on continents, decrease time to marketplace by way of 25%, decrease expenditures by way of 10% and nonetheless make it domestic in dinner time? by means of adopting the recommendations and applied sciences set forth in Being There with out Going There, you could allure and hold most sensible employess, elevate productiveness and potency and methods to deal with humans and tasks at any place on the planet. This ebook will convey you the way allotted groups function, introduce the elemental applied sciences that let groups situated somewhere else to interact and supply functional examples and case stories of those ideas at paintings.

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Because Ray doesn’t know who the companies are yet, it’s hard for him to say. But given some of the conversations he’s been part of at management meetings, he assumes that the new companies would be fairly integrated. “I know that’s what the M&A team is looking for,” he explains. ” Ray nods. 32 THE EXISTING OPERATION “Ray, I would call that a compelling event,” says Chris. He then goes on to explain that Ray and Sandra are going to have to increase the work between centers no matter what they believe about reducing costs in their core product development areas.

This allows other team members to make suggestions and help the person with his or her problems. Or they set up an instant meeting and conduct a problemsolving walk-through. It doesn’t always work, Li admits. Some people just need to be in an office with the other members of their team. Some managers can’t get used to managing people who are not within 50 feet of their desk. When that happens, it quickly becomes clear that this isn’t right for them, and they go find another place to work, she says.

44 AN ALTERNATIVE MO DEL Entire business architectures have been built around the concept of moving people into proximity to the team they’re working with, he says. “Now, would you have me believe that all of those studies are invalid, and that your company is living proof? What do you do differently, and can it be replicated? Do you have specialized tools and techniques that no one else knows about? ” According to Li, IMT doesn’t have any secret weapons; it just leverages a few standard communications tools better than most.

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