Harvard Case - (Re)Building a Global Team: Tariq Khan at Tek
"(Re)Building a Global Team: Tariq Khan at Tek" Harvard business case study is written by Tsedal Neeley. It deals with the challenges in the field of Organizational Behavior. The case study is 9 page(s) long and it was first published on : Dec 19, 2013
At Fern Fort University, we recommend that Tariq Khan implement a comprehensive strategy to build a high-performing, globally integrated team at Tek. This strategy should focus on fostering a collaborative and inclusive culture, empowering team members, and leveraging technology to enhance communication and knowledge sharing.
2. Background
This case study examines the challenges faced by Tariq Khan, the newly appointed CEO of Tek, a global manufacturing company. Tek is struggling with a fragmented organizational structure, siloed departments, and a lack of communication and collaboration across its global operations. This is exacerbated by cultural differences and language barriers, leading to inefficiencies, missed opportunities, and a decline in employee morale.
The main protagonists are Tariq Khan, the new CEO, and the various employees at Tek, including managers, engineers, and workers across different departments and locations.
3. Analysis of the Case Study
This case study can be analyzed through the lens of organizational behavior, particularly focusing on:
- Leadership Styles: Tariq Khan's leadership style is crucial to driving change. He needs to adopt a transformational leadership approach, focusing on inspiring a shared vision, empowering employees, and fostering a culture of collaboration.
- Organizational Culture: Tek's current culture is characterized by silos, lack of communication, and a focus on individual performance. Tariq needs to shift this to a more collaborative, inclusive, and results-oriented culture.
- Team Dynamics: The case highlights the challenges of managing a global team with diverse cultures and communication styles. Tariq needs to build trust, encourage open communication, and implement strategies to overcome cultural barriers.
- Change Management: Implementing significant changes requires a well-defined change management plan. This plan should involve clear communication, employee engagement, and addressing potential resistance to change.
- Power and Politics in Organizations: Tek's organizational structure and decision-making processes might be influenced by power dynamics and political maneuvering. Tariq needs to navigate these dynamics effectively to ensure fair and transparent decision-making.
4. Recommendations
To address the challenges faced by Tek, Tariq Khan should implement the following recommendations:
1. Establish a Clear Vision and Strategy:
- Define a clear vision for Tek's global operations: This vision should emphasize collaboration, innovation, and customer-centricity.
- Develop a strategic plan for achieving this vision: This plan should outline specific goals, timelines, and key performance indicators (KPIs) for each department and location.
2. Foster a Collaborative and Inclusive Culture:
- Promote open communication and knowledge sharing: Encourage cross-functional teams, regular communication channels, and knowledge-sharing platforms.
- Embrace diversity and inclusion: Implement policies and programs that value diversity, promote inclusivity, and address potential biases.
- Develop a strong sense of shared purpose and belonging: Organize team-building activities, cross-cultural training, and events that foster a sense of community.
3. Empower Employees and Enhance Collaboration:
- Delegate authority and responsibility: Empower employees to make decisions and take ownership of their work.
- Implement a performance management system that focuses on team performance and collaboration: Reward teamwork, innovation, and contributions to the overall success of the organization.
- Invest in leadership development programs: Train managers and leaders on effective communication, conflict resolution, and team management skills.
4. Leverage Technology to Enhance Communication and Collaboration:
- Invest in collaboration tools and platforms: Implement technology solutions that facilitate communication, knowledge sharing, and project management across different locations.
- Develop a comprehensive training program for employees on using these tools effectively: Ensure that employees are comfortable and proficient in using the new technology.
- Establish clear guidelines and protocols for using these tools: This will ensure consistent communication and information flow across the organization.
5. Address Cultural Differences and Language Barriers:
- Provide cross-cultural training for employees: This training should focus on understanding cultural nuances, communication styles, and conflict resolution techniques.
- Promote the use of a common language for communication: This could be English or another language that is widely understood by employees.
- Implement translation services for important documents and communications: This will ensure that all employees have access to critical information.
6. Implement a Robust Change Management Plan:
- Communicate the need for change clearly and transparently: Explain the rationale behind the changes and the expected benefits.
- Involve employees in the change process: Seek input from employees, address their concerns, and provide opportunities for feedback.
- Provide support and resources for employees during the transition: Offer training, coaching, and mentoring to help employees adapt to the new ways of working.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with Tek's core competencies in manufacturing and its mission to provide high-quality products and services to its customers.
- External customers and internal clients: The recommendations aim to improve communication and collaboration, leading to better customer service and internal efficiency.
- Competitors: The recommendations will help Tek stay competitive in the global market by fostering innovation, efficiency, and agility.
- Attractiveness ' quantitative measures if applicable: The recommendations are expected to lead to improved financial performance through increased efficiency, reduced costs, and enhanced customer satisfaction.
6. Conclusion
By implementing these recommendations, Tariq Khan can effectively address the challenges faced by Tek and build a high-performing, globally integrated team. This will lead to improved communication, collaboration, and innovation, ultimately enhancing Tek's competitiveness and profitability.
7. Discussion
Other alternatives not selected include:
- Merging departments: This could lead to redundancies and resistance from employees.
- Outsourcing certain functions: This could result in a loss of control over critical processes and potential security risks.
Risks and key assumptions:
- Resistance to change: Employees may resist the changes, especially those who are comfortable with the current way of working.
- Cultural differences: Overcoming cultural differences and language barriers might be challenging and require ongoing efforts.
- Technology adoption: Employees may not be comfortable with new technology or may not have the necessary skills to use it effectively.
8. Next Steps
- Develop a detailed implementation plan: This plan should outline specific actions, timelines, and responsible parties for each recommendation.
- Communicate the plan to all employees: Ensure that everyone understands the changes and their role in the implementation process.
- Monitor progress and make adjustments as needed: Regularly track the progress of the implementation and make adjustments to the plan based on feedback and results.
- Celebrate successes and acknowledge challenges: Recognize and reward employees for their contributions and address challenges proactively.
By taking these steps, Tariq Khan can successfully transform Tek into a globally integrated and high-performing organization.
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Case Description
Tariq Khan arrived home after a nearly 16-hour meeting. He was grappling with whether to take the global sales and marketing team manager position that had been offered to him, and had spent the entire day with the senior leadership of his potential new team. He wanted to understand the causes of the group's multiple problems and get a handle on how to help them thrive. But so far, the meeting had raised more questions than answers.
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