Managing a Global Team Greg James at Sun Microsystems A Tsedal Neeley Thomas J DeLong 2008 Case Study Solution

Managing a Global Team Greg James at Sun Microsystems A Tsedal Neeley Thomas J DeLong 2008

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In the late 1990s, Sun Microsystems’ top team were leading the development of the Sun Solaris operating system. In the early 2000s, they were about to release a new version of Solaris with the most advanced features. We were assigned a critical task as a team—developing a process for the team. I think the project should begin in our office, but they wanted us to develop a process for the whole company. We created a detailed document called the “Requirements Document.” This was a high-level

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As the global head of operations for Sun Microsystems, Greg James has to coordinate a team of hundreds of engineers from 18 countries and juggle workloads for multiple projects simultaneously. His team also needs to adhere to a strict timetable for product launches, a constant demand for innovation and quality, and the need for flexibility and cost-effectiveness. To ensure the smooth operation of the global team, James developed a structured, highly disciplined approach for managing such a team. He divided his team into several departments – Product, Engineering,

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As a global leader of one of the most diverse, complex, and integrated organizations in the world, I believe in achieving the following: 1. see post Focus on people. 2. Leverage technology to simplify our processes. 3. Be accountable for the quality of our results. 4. Create a positive, fun, and collaborative work culture. 5. Build relationships across geographical and cultural boundaries. In my opinion, achieving these objectives requires a deep understanding of the diverse cultures and personalities of the teams I manage. It also

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Topic: Managing a Global Team Greg James at Sun Microsystems A Tsedal Neeley Thomas J DeLong 2008 I recently interviewed Greg James, Senior Director of Operations for Global Manufacturing at Sun Microsystems, about the role and importance of global teams. As a global operations leader, Greg oversees multiple teams of manufacturing and logistics professionals and stakeholders based in various locations around the world. In this interview, we delved into Greg’s experience managing teams and the critical

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“The managing a global team is one of the most challenging and rewarding jobs. When the boss is in the U.S., managing a global team is not an issue, but when he is in Japan, it becomes a nightmare. More hints The most important feature of a global team is that it must work like a well-oiled machine. The people you hire from Japan, and Europe, and Australia, etc. Should fit the culture of your company. If the culture is incompatible, there’s a potential for problems, and for an outsider

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During my first project management course in college, we were given a case study to analyze. For the analysis, we needed to write a case study. My professor assigned one case study from an outside source to write and critique. After writing the case study, I was told that I needed to prepare a written report. The case study involved managing a global team of 50 people who were based in China. The team was being dismantled in preparation for a merger with a different company in China. I was tasked with coordinating communication with the project