Cross-Cultural Project Management<\/h4><\/div>Unlock the True Potential of your Cross-Cultural Teams!<\/span><\/h2><\/div>Cross-cultural project management includes also how to drive cross-cultural teams.<\/p>\n<\/div><\/div><\/div>
![\"Cross-cultural](\"https:\/\/intermedio.ch\/wp-content\/uploads\/2023\/01\/AdobeStock_132153178.jpg\" "\\"Business")
<\/span><\/div><\/div><\/div><\/div><\/div>How to manage international projects with cross-cultural teams\u2022<\/span><\/h2><\/div><\/div><\/div>Inspired by the 8-stage change model of John Kotter<\/a>, the author of Leading Change, the following procedure summarizes what makes international project management special and what factors are critical to success..<\/p>\n<\/div><\/div><\/div><\/div><\/div>![\"Cross-cultural](\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271619%27%20height%3D%271080%27%20viewBox%3D%270%200%201619%201080%27%3E%3Crect%20width%3D%271619%27%20height%3D%271080%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\")
<\/div><\/div>1. Special rules of virtual teams.<\/span><\/h2><\/div><\/div><\/div>Leading cross-cultural virtual teams is more complex than leading local groups. The lack of face-to-face communication stands in stark contrast to the everyday need for interaction and information. Promoting team identity and motivation requires managers to be more aware of their role as communicators, inspirers and coaches. Trust and appreciation play an even greater role in virtuality.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div>2. Cross-Cultural Project Management: Procedure and Methods.<\/span><\/h2><\/div><\/div><\/div>It is advisable to use workshops and training courses to eliminate initial uncertainty and to prepare the managers concerned in terms of both intercultural and virtual communication. On the one hand, it is about professionally preparing the teams for the special features and methods of virtual communication. And on the other hand to promote the ability of its members to interact with foreign cultures. But even more important is to give the whole team a common identity.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div>![\"Cross-cultural](\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271500%27%20height%3D%27978%27%20viewBox%3D%270%200%201500%20978%27%3E%3Crect%20width%3D%271500%27%20height%3D%27978%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\")
<\/div><\/div><\/div><\/div><\/div><\/div>3. Cross-cultural project management: Convey the sense of urgency.<\/span><\/h2><\/div><\/div><\/div>It is important to get the organizational change rolling as quickly as possible in order to leave as little room for uncertainty among employees as possible and to focus the concentration of all relevant employees on the change.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div>4. Cross-cultural project management: Form a guiding coalition.<\/span><\/h2><\/div><\/div><\/div>For \u00a0cross-cultural project management, it is important that the project gets a broad support from the leadership team. The management team should take full responsibility for the change project and quickly lead it to success. Hence, not only the project team members but also all employees impacted directly or indirectly by the project should feel how relevant the project is for the organization.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div>![\"Cross-Cultural](\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271620%27%20height%3D%271080%27%20viewBox%3D%270%200%201620%201080%27%3E%3Crect%20width%3D%271620%27%20height%3D%271080%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\")
<\/div><\/div><\/div><\/div>![\"kultur](\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271095%27%20height%3D%271080%27%20viewBox%3D%270%200%201095%201080%27%3E%3Crect%20width%3D%271095%27%20height%3D%271080%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\")
<\/div><\/div>5. Development of a common vision.<\/span><\/h2><\/div><\/div><\/div>The development of a vision with a broad participation on the part of the team members has the advantage that everyone involved can identify with it. A good vision appeals to the emotional level of those affected.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div>6. Cross-cultural project management: Achieving quick wins.<\/span><\/h2><\/div><\/div><\/div>Fast wins increase the chances of success because:<\/p>\n
\n- they provide everyone with proof that the effort is worthwhile and build momentum<\/li>\n
- they serve as a reward for the employees who are active in the change<\/li>\n
- Cynics and opponents are weakened<\/li>\n
- The support of the company management is secured<\/li>\n<\/ul>\n<\/div>Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div><\/div><\/div>
Reference project.<\/span><\/h2><\/div><\/div><\/div>Practical case of cross-cultural project management<\/h2><\/div>In our practical case carried out at SIX Financial Information<\/a>, a Swiss financial market infrastructure, the aim was to weld 65 business analysts from Switzerland, Germany, the USA and Singapore together to form a high-performance team on the occasion of a global reorganization. All team-leaders attended a cross-cultural training that includes a reflecting about cultural commonalities and difference. From the point of view of those involved, it was an exciting project and an extremely knowledgeable experience!<\/p>\n<\/div>
Unlock the True Potential of your Cross-Cultural Teams!<\/span><\/h2><\/div>Cross-cultural project management includes also how to drive cross-cultural teams.<\/p>\n<\/div><\/div><\/div>
<\/span><\/div><\/div><\/div><\/div><\/div>How to manage international projects with cross-cultural teams\u2022<\/span><\/h2><\/div><\/div><\/div>Inspired by the 8-stage change model of John Kotter<\/a>, the author of Leading Change, the following procedure summarizes what makes international project management special and what factors are critical to success..<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div>1. Special rules of virtual teams.<\/span><\/h2><\/div><\/div><\/div>Leading cross-cultural virtual teams is more complex than leading local groups. The lack of face-to-face communication stands in stark contrast to the everyday need for interaction and information. Promoting team identity and motivation requires managers to be more aware of their role as communicators, inspirers and coaches. Trust and appreciation play an even greater role in virtuality.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div>2. Cross-Cultural Project Management: Procedure and Methods.<\/span><\/h2><\/div><\/div><\/div>It is advisable to use workshops and training courses to eliminate initial uncertainty and to prepare the managers concerned in terms of both intercultural and virtual communication. On the one hand, it is about professionally preparing the teams for the special features and methods of virtual communication. And on the other hand to promote the ability of its members to interact with foreign cultures. But even more important is to give the whole team a common identity.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>3. Cross-cultural project management: Convey the sense of urgency.<\/span><\/h2><\/div><\/div><\/div>It is important to get the organizational change rolling as quickly as possible in order to leave as little room for uncertainty among employees as possible and to focus the concentration of all relevant employees on the change.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div>4. Cross-cultural project management: Form a guiding coalition.<\/span><\/h2><\/div><\/div><\/div>For \u00a0cross-cultural project management, it is important that the project gets a broad support from the leadership team. The management team should take full responsibility for the change project and quickly lead it to success. Hence, not only the project team members but also all employees impacted directly or indirectly by the project should feel how relevant the project is for the organization.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>5. Development of a common vision.<\/span><\/h2><\/div><\/div><\/div>The development of a vision with a broad participation on the part of the team members has the advantage that everyone involved can identify with it. A good vision appeals to the emotional level of those affected.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div>6. Cross-cultural project management: Achieving quick wins.<\/span><\/h2><\/div><\/div><\/div>Fast wins increase the chances of success because:<\/p>\n
\n- they provide everyone with proof that the effort is worthwhile and build momentum<\/li>\n
- they serve as a reward for the employees who are active in the change<\/li>\n
- Cynics and opponents are weakened<\/li>\n
- The support of the company management is secured<\/li>\n<\/ul>\n<\/div>Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div><\/div><\/div>
Reference project.<\/span><\/h2><\/div><\/div><\/div>Practical case of cross-cultural project management<\/h2><\/div>In our practical case carried out at SIX Financial Information<\/a>, a Swiss financial market infrastructure, the aim was to weld 65 business analysts from Switzerland, Germany, the USA and Singapore together to form a high-performance team on the occasion of a global reorganization. All team-leaders attended a cross-cultural training that includes a reflecting about cultural commonalities and difference. From the point of view of those involved, it was an exciting project and an extremely knowledgeable experience!<\/p>\n<\/div>
Cross-cultural project management includes also how to drive cross-cultural teams.<\/p>\n<\/div><\/div><\/div>
<\/span><\/div><\/div><\/div><\/div><\/div>How to manage international projects with cross-cultural teams\u2022<\/span><\/h2><\/div><\/div><\/div>Inspired by the 8-stage change model of John Kotter<\/a>, the author of Leading Change, the following procedure summarizes what makes international project management special and what factors are critical to success..<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/div><\/div>1. Special rules of virtual teams.<\/span><\/h2><\/div><\/div><\/div>Leading cross-cultural virtual teams is more complex than leading local groups. The lack of face-to-face communication stands in stark contrast to the everyday need for interaction and information. Promoting team identity and motivation requires managers to be more aware of their role as communicators, inspirers and coaches. Trust and appreciation play an even greater role in virtuality.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div>2. Cross-Cultural Project Management: Procedure and Methods.<\/span><\/h2><\/div><\/div><\/div>It is advisable to use workshops and training courses to eliminate initial uncertainty and to prepare the managers concerned in terms of both intercultural and virtual communication. On the one hand, it is about professionally preparing the teams for the special features and methods of virtual communication. And on the other hand to promote the ability of its members to interact with foreign cultures. But even more important is to give the whole team a common identity.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>3. Cross-cultural project management: Convey the sense of urgency.<\/span><\/h2><\/div><\/div><\/div>It is important to get the organizational change rolling as quickly as possible in order to leave as little room for uncertainty among employees as possible and to focus the concentration of all relevant employees on the change.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div>4. Cross-cultural project management: Form a guiding coalition.<\/span><\/h2><\/div><\/div><\/div>For \u00a0cross-cultural project management, it is important that the project gets a broad support from the leadership team. The management team should take full responsibility for the change project and quickly lead it to success. Hence, not only the project team members but also all employees impacted directly or indirectly by the project should feel how relevant the project is for the organization.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>5. Development of a common vision.<\/span><\/h2><\/div><\/div><\/div>The development of a vision with a broad participation on the part of the team members has the advantage that everyone involved can identify with it. A good vision appeals to the emotional level of those affected.<\/p>\n<\/div>
Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div>6. Cross-cultural project management: Achieving quick wins.<\/span><\/h2><\/div><\/div><\/div>Fast wins increase the chances of success because:<\/p>\n
\n- they provide everyone with proof that the effort is worthwhile and build momentum<\/li>\n
- they serve as a reward for the employees who are active in the change<\/li>\n
- Cynics and opponents are weakened<\/li>\n
- The support of the company management is secured<\/li>\n<\/ul>\n<\/div>Request a free initial consultation<\/span><\/a><\/div><\/div><\/div><\/div><\/div><\/div><\/div>
Reference project.<\/span><\/h2><\/div><\/div><\/div>Practical case of cross-cultural project management<\/h2><\/div>In our practical case carried out at SIX Financial Information<\/a>, a Swiss financial market infrastructure, the aim was to weld 65 business analysts from Switzerland, Germany, the USA and Singapore together to form a high-performance team on the occasion of a global reorganization. All team-leaders attended a cross-cultural training that includes a reflecting about cultural commonalities and difference. From the point of view of those involved, it was an exciting project and an extremely knowledgeable experience!<\/p>\n<\/div>
Inspired by the 8-stage change model of John Kotter<\/a>, the author of Leading Change, the following procedure summarizes what makes international project management special and what factors are critical to success..<\/p>\n<\/div><\/div><\/div><\/div><\/div> Leading cross-cultural virtual teams is more complex than leading local groups. The lack of face-to-face communication stands in stark contrast to the everyday need for interaction and information. Promoting team identity and motivation requires managers to be more aware of their role as communicators, inspirers and coaches. Trust and appreciation play an even greater role in virtuality.<\/p>\n<\/div> It is advisable to use workshops and training courses to eliminate initial uncertainty and to prepare the managers concerned in terms of both intercultural and virtual communication. On the one hand, it is about professionally preparing the teams for the special features and methods of virtual communication. And on the other hand to promote the ability of its members to interact with foreign cultures. But even more important is to give the whole team a common identity.<\/p>\n<\/div> It is important to get the organizational change rolling as quickly as possible in order to leave as little room for uncertainty among employees as possible and to focus the concentration of all relevant employees on the change.<\/p>\n<\/div> For \u00a0cross-cultural project management, it is important that the project gets a broad support from the leadership team. The management team should take full responsibility for the change project and quickly lead it to success. Hence, not only the project team members but also all employees impacted directly or indirectly by the project should feel how relevant the project is for the organization.<\/p>\n<\/div> The development of a vision with a broad participation on the part of the team members has the advantage that everyone involved can identify with it. A good vision appeals to the emotional level of those affected.<\/p>\n<\/div> Fast wins increase the chances of success because:<\/p>\n In our practical case carried out at SIX Financial Information<\/a>, a Swiss financial market infrastructure, the aim was to weld 65 business analysts from Switzerland, Germany, the USA and Singapore together to form a high-performance team on the occasion of a global reorganization. All team-leaders attended a cross-cultural training that includes a reflecting about cultural commonalities and difference. From the point of view of those involved, it was an exciting project and an extremely knowledgeable experience!<\/p>\n<\/div><\/div><\/div>
1. Special rules of virtual teams.<\/span><\/h2><\/div>
2. Cross-Cultural Project Management: Procedure and Methods.<\/span><\/h2><\/div>
<\/div><\/div><\/div><\/div>
<\/div><\/div>
3. Cross-cultural project management: Convey the sense of urgency.<\/span><\/h2><\/div>
4. Cross-cultural project management: Form a guiding coalition.<\/span><\/h2><\/div>
<\/div><\/div><\/div><\/div>
<\/div><\/div>
5. Development of a common vision.<\/span><\/h2><\/div>
6. Cross-cultural project management: Achieving quick wins.<\/span><\/h2><\/div>
\n
<\/div><\/div><\/div><\/div>
Reference project.<\/span><\/h2><\/div><\/div><\/div>
Practical case of cross-cultural project management<\/h2><\/div>