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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 diversified towns, paintings with providers and companions on continents, decrease time to industry by means of 25%, lessen bills by way of 10% and nonetheless make it domestic in supper time? via adopting the recommendations and applied sciences set forth in Being There with no Going There, you could allure and preserve most sensible employess, elevate productiveness and potency and deal with humans and tasks at any place on the planet. This publication will exhibit you ways allotted groups function, introduce the elemental applied sciences that let groups positioned in other places to interact and supply sensible examples and case experiences of those ideas at paintings.

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He asks. Because Marvin and the mergers and acquisitions team are still shopping around for companies, Ray and Sandra aren’t sure yet. “They keep that sort of thing pretty close to their vests until we get into due diligence,” expla ins Ray. ’s three product development centers. ” Chris asks. ’s acquisitions are usually for both purposes. Many young companies have great products and great talent, he explains, and if Alpha Corp. gets the products but loses the talent, a lot of that valuable synergy is lost in the acquisition.

Others live in the mountains or at the beach, and some are parents who work from home while the kids are at school and then again in the evening after the kids go to bed. A few are people who would have 49 BEING THERE WITHOUT GOING THERE retired but for the alternative work style that lets them stay in the labor force—and add tremendous value to the company. “OK,” Ray says, “so you believe people can work from anywhere. How do they do that? Don’t they need to get in a conference room and brainstorm like other engineers?

The current state of Internet collaboration technology enables business practices that let teams function as if they are in one building, even if team members are distributed around the world. By using this technology effectively, companies can reduce cost, speed up time to market and create a highly motivated labor force. 61 CH AP TE R 5: COMMUNICATION & RELATIONSHIPS Chris starts by highlighting aspects of Li’s experience that fit with Marvin’s goals for Ray’s team: how she operates at lower cost than a traditional model, including recruiting, retention, the cost of labor, the productivity of her work force and the cost of manufacturing; how she brings together product development, marketing, manufacturing and even sales to launch a product for less money, faster and without the coordination problems that can cost months of lost time; and how her distributed teams let her get closer to her customers and to networks that include universities and partners.

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