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The Smart Techie was renamed Siliconindia India Edition starting Feb 2012 to continue the nearly two decade track record of excellence of our US edition.

October - 2006 - issue > Protocol@Work

Being a Global Manager

Sridhar Jayanthi
Saturday, September 30, 2006
Sridhar Jayanthi
Breaking from the past where I have focused on all IT professionals, this one specifically addresses the managers in a high tech company. While many of the points discussed are equally valid for non-managers or professionals in a multi-national company of any segment, they are imperative for a manager to succeed in the IT industry.

It used to be sufficient for a manager in India to understand the people dynamics and diverse cultures of the Indian workforce, until India became a global hub for the software industry. The terms management, leadership, communication, relationship, and innovation have a new significance. The diversity now goes beyond our geographical boundaries, and many cultures that are somewhat alien to our own.

Management: Whether you are managing a team or a project, very often you have to interact with peers and counterparts in other countries who may have a different business language and work ethic/culture. Understanding these technical and cultural differences to whatever extent possible will help remove obstacles to global success.

Tip: If you were to visit your counterpart teams in other countries, do not lose the opportunity to spend time to understand how things work at that site technically, process-wise, and in terms of work culture. It is easy to concentrate on the current project and return home. It would be wise to take a long term view on learning about the other team’s practices.

Leadership: In a global setting, leadership transcends culture. It is important for your leadership to be visible during conference calls or face to face meetings. Some level of peer-level behavior and non-hierarchical approach to understanding things at all levels will bring you respect and understanding from your overseas counterparts. That buy-in is essential to successfully execute projects/tasks.

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