OneMBA Global Team Interview

Sitting (L to R): Juan Manuel Lopez (EGADE), Region Manager, Coca Cola de Mexico; Amaury Guerrero (FGV), General Manager, Alcon Brasil; Laetitia Smits van Oyen (RSM Erasmus), Founder, Curacao Dolphin Academy; Venus Laberge (UNC), Principal, Sound Marbles; Louis Rippen (RSM Erasmus), Marketing Manager Dairy, Friesland Food

We talked with a global team in March 2007, during their European residency.  The seven team members first met the previous September, during the North America Residency in Washington, DC.  Between residencies, they attended classes at their home universities and worked with their team members remotely to complete their global projects.  Just prior to the interview, the team had recently completed a project for their global core course, Global Operations Management.       

What was your most recent global team assignment?
Sanjay (UNC):  For our Global Operations Management team project, we researched how electronic companies around the world are using Radio Frequency Identification (RFID) technology and its impact on global supply chain management.  Our assignment was to define a framework, research on the topic, interview subject matter experts in the industry, analyze the data collected and draw a conclusion.

Amaury (FGV):  I researched the use of RFID technology at HP in Brazil and Alcon Labs in the USA.  My teammates researched companies in their regions.  Then we combined our findings into one global paper.  

Juan (EGADE):  Each global team was assigned a faculty member as a mentor to provide general direction and guidance.   The global project was evaluated by two professors, our mentor and a professor from other partner school.  The final project grade was shared equally by the team members.

What did you learn from the team project?
Amaury (FGV):  A lot!   In our paper, we linked the companies who use RFID technology to a reduction in the bullwhip effect, which is a supply chain concept we studied in the course. 

Sanjay (UNC):  The project formalized and reinforced my knowledge of global operations management.  It also gave me a deeper understanding of RFID and how it can be used to gain competitive advantage. 

Laetitia (RSM):  But just as important as learning how multinational companies manage their supply chains, we also learned how to function effectively as a global team. We identified and encouraged each other’s strengths and used humor to get the job done.  Everyone was committed to doing a good job and appreciated input from others. 

How did your team work together? 
Roddy (CUHK):  We held formal virtual meetings once or twice a month, and more casual ones whenever we needed them, sometimes as often as twice a week.  Sanjay arranged a teleconference number that we used for our virtual meetings.  Between meetings, we communicated using email and made calls over the internet using Skype.   

Juan (EGADE):  Time zones make working in global teams challenging.  We usually met in the early morning for the Americas.  At that time, we were just waking up in Mexico and the US, and in Hong Kong, they were about to go to sleep.  The time was very convenient for Europe team members — mid-afternoon!  

Sanjay (UNC):  We assigned a leader for each project to coordinate the work and ensure the team stayed on track.  Before meetings, we outlined an agenda and sent out any documents a day or two in advance.   The leader captured and distributed the minutes of the meeting.  We also developed a buddy system so that so each team member had a backup.  Our buddy system and meeting minutes served us well by keeping our project on schedule and helping our members remain connected and informed.  

Louis (RSM):  I think the OneMBA global teams mirror global teams in the real world.  In our OneMBA team, we gained experience working effectively in far-flung teams.  Personally, I now initiate more teleconferences in my own company because I’ve learned how this can be effective in certain circumstances. 

How did you handle different work styles and solve disagreements among team members? 
Venus (UNC):  I was thoroughly impressed by my teammates’ intelligence, drive and focus on team effort, which took precedence over differences in culture, expertise and work styles.  The work load was intense and the material was interesting, but when it felt overwhelming, the team aspect showed its true muscle. 

Amaury (FGV):  Despite our cultural differences, we would minimize conflict by respecting and learning from each other.  The cultural differences were treated with diplomacy in a friendly way. 

Roddy (CUHK):   For example, if we had trouble deciding on an approach to a problem, we discussed it in detail, with everyone having a chance to speak.  Then we made our choice by voting.   Also, for fun, we came up with a forfeit system—large amounts of tequila were won and lost, but never drunk!  Our policy was to work hard and have fun.

What did you learn about your own teaming and leadership skills?
Laetitia (RSM):  I used the same skills with my OneMBA team that I use with my global team in my business.  The results were a motivated team that produces good quality results with mutual understanding.  Everybody felt part of every assignment—that was one of my personal objectives!

Louis (RSM):  I learned that when people feel at ease and stimulate each other to come up with ideas, the results are perfect.  You work hard together without getting tired!  With this team, I learned that it is not always necessary to have one leader acting as a guiding angel.  In our group, all members led the team to the finish. 

Roddy (CUHK):  I feel a little differently.  It seems that at some point, someone has to take charge of the team.   However, I learned I need to stop, listen and encourage others to speak before leaping in myself.