| When the problem du jour consumes a U.S.
| |
| | But by then, significant damage may have
|
| management team, offshore activities can
| |
| | occurred. "I didn't hear anything about
|
| too often be left to operate in a vacuum.
| |
| | it and assumed that everything was OK,"
|
| This situation is particularly true when
| |
| | your U.S. team members offer in their
|
| the U.S. management and technical
| |
| | defense. But how could they hear about
|
| personnel have "other" responsibilities
| |
| | it? They were too swamped to listen.
|
| in addition to overseeing or helping the
| |
| | Explanations and excuses always exist,
|
| offshore organization.
| |
| | but not only don't they solve problems,
|
| When the offshore team senses that you
| |
| | they don't prevent them. You need to have
|
| are too busy with other issues, generally
| |
| | escalation and other management processes
|
| they will not push hard and aggressively
| |
| | in place and create an environment where
|
| get your attention to get a solution.
| |
| | your offshore team feels comfortable to
|
| They will try their best to develop a
| |
| | bring forward issues, regardless of how
|
| work around and try to solve it on their
| |
| | busy you are. In addition, a regular
|
| own - which they may not be able to do.
| |
| | program to review offshore projects from
|
| Depending on the nature and severity of
| |
| | a process and procedure viewpoint can
|
| the problems that distract management,
| |
| | prevent this situation and assure that
|
| the situation offshore can become very
| |
| | U.S. and offshore teams remain aligned
|
| severe before it hits your radar screen.
| |
| | and in sych.
|
