1) The document discusses best practices for managing a global business process expert team at Procter & Gamble, a large consumer goods company.
2) It recommends defining the team's scope by determining what areas they will focus on and how they will operate through common global processes and business metrics.
3) The document distinguishes between expertise in specific processes versus mastery of overlapping processes, recommending the latter for global teams to improve collaboration.
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Why does this apply Specifically to a Global BPX team? Ensure Focus on the right priorities Reduces discussion when something “new and hot” comes but base capability is missing Reapplies concepts (mastery, metrics processes) across all sites, (reduce silos and strategic planning needs) Flow resource from one region to another Ex: Project was in Spain, project manger was in Canada, resources were in US, Germany, France and Puerto Rico
Expertise: I know the boundaries of my responsibilities, I take personal ownership for elements inside my area of responsibility Example: Issue resolution, process improvement, project execution Mastery: I am a recognized expert, I take ownership to help get support for elements outside my area of responsibility Where required, I provide support for elements just outside my area of responsibility (working with the area owner)
Why Mastery over Expertise: Ex: as an end user its frustrating to hear “oh that belongs to Purchasing, you have to go talk to them” Ex: Site in France needing immediate support for a WM, but resource is in NA Ex: process question: the “master” points to the standard work process and answers questions Ex: Issue: “master” helps, but follows up with the area owner Watchout: Ex: “on site” risk: “masters” tend to get all questions, push to the right support path if time permits, if not, jump in and help solve Ex: “stronger” team member need to resist the urge to jump in and look for building each other up Resolution: properly train the KUs
Curve represents mastery Bars represent expertise Question: How would a master answer question “Y” Question: How would a master answer question “Z”
Must be comfortable in chosen language The best business process expert is less effective if the language is a barrier Ex: KU in WE that knew more than most, but could not communicate Consider operational people first Know the business inside and out What about IT? Ex: telling a plant manager he needed to change his picking processes, needing a plant guy to tell him Manage work in undefined spaces Someone who knows it, vs someone who can learn
Sphere of trust: Phone meetings are difficult for non native speakers (tend to multi task) Cultural exchanges “to the point” vs “expounding on the the meaning of life” Production site resource, may be first introductions to the global environment Creating a sense of trust: English for native speakers (slang, reference to TV shows) Ex: “Can you hear me now?” phone requisition Watch for cultural mis-understandings Ex: Moroccan project “Laaa” vs English “No” Clarify & agree on norms to avoid cultural faux-pas Ex: Italian project managed from Germany: “can you give me a summary?” Develop comfort zone trainings Ex: guy from the warehouse in Canada to leading projects in W. Europe Treat mistakes as “key learnings” and move on Some cultures are more prone to identifying the person who made the mistake If you don’t, people stop taking risks Treat as a Key Learning, and move on Take a step back for good work, stand right next to them for bad Need to feel supported especially if you are sitting somewhere else Be the one they trust. Example: You lead the good meetings, (if you want) I can lead the bad
Consistent consistent consistent norms: Virtual teams require more rigor, keep your meetings consistent Ex: avoid canceling the meetings… if you do you get the “are we really having a meeting?” Ex: Start starting “exactly on time”, anyone :01 late receives a good natured “your late” International Travel: Use sensitivity when scheduling annual semi annual meetings Ex: Germany during the world cup, Morocco during Ramadan, anywhere in Europe in August. Ex: Don’t assume everyone has a passport Ex: remind first time people to receive Ex: set the date well in advance and don’t change (Example is the meeting really going to happen in October?) Meetings via phone Expect Multi-tasking & plan accordingly
Diversity: "Diversity” is different in countries Example: North America is Race and gender orientated Example: EMEA Nationally focused, religiously Example: N. Africa primarily gender focused Example: Asia?? Good news Friday: Ex: No culture likes “End of week” (Friday) afternoon issues Ex: The dreaded 4pm customer service issue BUT, you have to support the business, if it cannot wait, work it.