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Now Available on Japan iBookstore, Both Chinese and English Versions

March 8, 2013 By

The iBook is now live on Japan iBookstore, both English and Chinese language versions.

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My Talk on March 4th at Hanhai Investment Company Campus

February 26, 2013 By

Please make it if you can. Hanhai Investment is on 97 East Brokaw Road in San Jose (Silicon Valley). The event starts at 6pm and runs for about an hour and a half. I’ll try to keep the presentation to about 20 to 25 mins leaving plenty for Q & A. Here is the event link with full address of the location included.

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“Yoshida in China: Managing Sino-U.S. disconnects”

January 3, 2013 By

Junko Yoshida, of EETimes reviewed this book and said something that aptly describes what I was trying to do with this book: “At a time when China observers in the U.S. struggle to unlock the mysteries of the Chinese market through academic books, this is probably the first practical volume by an engineering and marketing manager that targets his peers working for U.S.-China companies.”

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When You Map China-US Disconnect Patterns To The Specifics of Mindset, Process, EXE Skill, Expectations & Habits…

November 7, 2012 By

Then all of a sudden, you are no longer wallowing in the generalities of some vague China-US differences. Now your management challenge becomes more tangible; it begins to be specific.

The arrows in the above picture – pointing in the opposite directions – are showing that it is very likely that your teams in China and in the U.S. are operating with a misaligned understanding of how the company expects them to operate.

In my experience, tracing these misalignments to specific qualities – such as the mindset, the execution skills, the process, the expectations and the habits in the company – is a lot easier, and effective, way to adjust these misalignments. But we often make the mistake of coming at them with a big old “China-US cultural differences” paradigm, which just makes the issue so much more difficult to even define.

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Your Management is Probably Considering China Quite Seriously Already, Even if You Are Not Thinking it, Yet

November 5, 2012 By

If you are in the U.S., and working in a technology company, you already know that you can’t ignore the China factor.

Think about it this way. You know that your big customers are moving into China already. No brainer here.

But you also know that staying close to the customer is the best way to understand their product requirements and get their business.

So, the logical question your management will ask is, “Should we move our development teams to China too, to stay close to the customer?”

So, what does this mean to you?

How would you, as a professional, continue to keep your job?

To answer that question, you should be asking the next logical question, “In what ways you are going to be relevant to your manager, to your company? How are you, as a professional, going to keep your skillset relevant?”

Guess what, this is the same question I am asking for myself. This book came out of that exercise.

Filed Under: Disconnect Patterns Chinese, Disconnect Patterns English, Motivation Tagged With: , ,

It All Starts With A Sound Strategic Move, Then…

October 31, 2012 By
[quote style=”1″]While Emory was dealing with the persistent challenges in managing the China-U.S. teams, SanGuo did not have that issue because it was wholly based in Shanghai. [page 18][/quote]
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What Are The Disconnect Patterns I Covered in The Book

October 22, 2012 By

When I began making outline for the book, I came up with something like seventy-six, yes 76, differences that could be categorized as disconnect patterns. I whittled them down to twenty that I discuss in the book. Here is a list.

DISCONNECT PATTERNS DISCUSSED IN THE BOOK
This is a partial list of contents of the English version.

Disconnect Pattern 1
The U.S. manager demands focus from the China team, but at the same time, causes disruption by ignoring the China manager’s authority.
Disconnect Pattern 2
Same company, but the reward and bonus scheme in the China office is out of sync with the U.S. office.
Disconnect Pattern 3
Both U.S. and China teams work equally hard, but there is no appreciation of China team’s work.
Disconnect Pattern 4
China office wants to be a part of core product development, but it repeatedly leaks confidential future-product documents to the competition.
Disconnect Pattern 5
China teams say English language is no problem, but poor documentation by the China teams still persist.
Disconnect Pattern 6
China office says they admire the U.S. management process, but the China upper management repeatedly disrupts the company process by changing the priority without discussion.
Disconnect Pattern 7
Though Emory calls itself a global company, the U.S. team does not give importance to the China team.
Disconnect Pattern 8
The U.S. office wants to be in China market, but it does not share company plans with China office employees.
Disconnect Pattern 9
The U.S. office wants to sell to China customers, but the feedback from the China customer is not taken seriously.
Disconnect Pattern 10
The U.S. office says we are all one team, but the China team is allocated insufficient project time.
Disconnect Pattern 11
The U.S. team expects to interact with the China team in a professional way, but feels the China management style as strange and dysfunctional.
Disconnect Pattern 12
The U.S. employees are frustrated that their China colleagues won’t take any action unless they have the “authority.”
Disconnect Pattern 13
The China team wants to scale up and grow, but does not seem to appreciate open and clear communication.
Disconnect Pattern 14
The U.S. office wants to succeed in the China market, but builds the China marketing team by simply moving low-performing technical staff into marketing roles.
Disconnect Pattern 15
In China, employees say they have the project management skills, but task ownership and task management is still a big problem.
Disconnect Pattern 16
The China office wants to do a full product, but the China marketing teams do not take charge and lead.
Disconnect Pattern 17
The U.S. marketing team promotes to China customers, but continues to approach them with a tin ear.
Disconnect Pattern 18
In pricing the product for the China market, there is still a strategy mismatch between the U.S. and China.
Disconnect Pattern 19
The U.S. office wants to capitalize on China customer demand, but does not understand China customer demand pattern.
Disconnect Pattern 20
The U.S. office prides itself on execution but the response to China from the U.S. is very slow.
Filed Under: Disconnect Patterns English