Thanks for sharing. I think this is very helpful in improving the stereotype of Asian countries. We've also been collaborating with dev members from India and Vietnam. There are members below expectations, but the general team structure and their language ability are not a problem at all for moving the projects forward.
Its always a team effort. The issue is when a company is very skewed towards a geography (say the US or Europe) treating the other geo's as they are the only ones who have to adjust to the main hub.
You make some good points, Jose, and I mostly agree. I've led and worked on remote global teams for over 20 years, and I worked in Shanghai for 3 months. At one point, I ran a research project examining use of technology in global software development collaborations. One experience was that meeting people in person once, at the start of a project, was very helpful in jump-starting the collaboration work. After that, fully remote work was effective. I also ran lots of successful software and AI research projects with people worldwide that I never did meet in person. That can work, too. Thanks for sharing your experiences!
I agree with you, remote is super valid, specially in delivery mode! My teams are all distributed across 4 countries and we don't really get travel budget to "meet together as a full team".
But it is true that, once per quarter, meeting with stakeholders in person makes a massive difference. When the cultures are so different, going from Europe to Shenzhen for 1 week every 6 months is absolutely necessary.
Regarding the point about "in-person collaboration", I totally agree. It's substantial the change of behavior when people get each other in person. The behavior, and dynamics, all change in the way of having a good collaboration.
Thanks for sharing. I think this is very helpful in improving the stereotype of Asian countries. We've also been collaborating with dev members from India and Vietnam. There are members below expectations, but the general team structure and their language ability are not a problem at all for moving the projects forward.
Its always a team effort. The issue is when a company is very skewed towards a geography (say the US or Europe) treating the other geo's as they are the only ones who have to adjust to the main hub.
You make some good points, Jose, and I mostly agree. I've led and worked on remote global teams for over 20 years, and I worked in Shanghai for 3 months. At one point, I ran a research project examining use of technology in global software development collaborations. One experience was that meeting people in person once, at the start of a project, was very helpful in jump-starting the collaboration work. After that, fully remote work was effective. I also ran lots of successful software and AI research projects with people worldwide that I never did meet in person. That can work, too. Thanks for sharing your experiences!
Thanks for reading it Karen!
I agree with you, remote is super valid, specially in delivery mode! My teams are all distributed across 4 countries and we don't really get travel budget to "meet together as a full team".
But it is true that, once per quarter, meeting with stakeholders in person makes a massive difference. When the cultures are so different, going from Europe to Shenzhen for 1 week every 6 months is absolutely necessary.
Really interesting email Jose.
Regarding the point about "in-person collaboration", I totally agree. It's substantial the change of behavior when people get each other in person. The behavior, and dynamics, all change in the way of having a good collaboration.
Thanks for sharing!
Insightful post. I enjoy learning from other cultures and more if you can work with them. Beautiful pictures as well!