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Global Teams Case Study.docx

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Global Teams Case Study The case study shows many interesting results focused on cultural homogeneity, cooperation length, and task  complexity, but doesn’t analyze the complex relationships between these concepts, and how members of global  teams consider the relevance of different determinants of  their cooperation, how these determinants are interrelated, and how they influence team performance.   The study  showcases that the interaction of team members from  different cultures does not directly impact the  productivity and creativity of teams. This relationship is  rather influenced by various determinants such as task  complexity, language skills, communication media and  intercultural training.    In the analysis, the dedicated team is split out from the mainstream organization, which consist of people who work on the  innovation initiative full time, in partnership with mainstream organization workers nevertheless, and those organization  workers are called the shared staff.   These are the subset of Performance Engine personnel who are directly involved in  executing the innovation.   I am struck by the fact that far too many people think of innovation as a set of discrete activities or tools, rather than  thinking of innovation as a coherent capability or a closed system. Many organizations struggle to incorporate innovation  into the fabric of their operations and their culture. Innovation relies on a complex interplay of trained people, defined  processes, enabling culture and supportive management all working in tight synchronization. If one ignore this fact or fail  to engage with the strategic and tactical components of innovation, the activities will be fruitless. Another important  takeaway is that innovation isn’t a quick solution or a “quick fix” to long festering problems. Attempting to implement  innovation without addressing critical staffing, cultural or strategic issues is just whistling past the graveyard. When  innovation capabilities are fully supported and receive the resources and personnel they need, as well as the time necessary  to build and mature an innovation process and team, innovation can contribute significant benefits. Without those  investments, innovation will struggle to provide incremental changes to existing products. It’s virtually an either/or  proposition.  Either commit all in for innovation, and reap outsized benefits, or fail to commit even adequate resources and  reap no benefits at all. I’ve often described innovation using atomic language.   
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  • Spring '18
  • Maria Trujillo
  • Global, Teams, CASESTUDY, mainstream organization

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