Expanding a business in another country

Teamwork and collaboration are critical to mission achievement in any organisation that has to respond quickly to changing circumstances. Research has not only affirmed that idea but also surfaced a number of mistaken beliefs about teamwork that can side-track productive collaboration. Here are six of them:

Misperception #1: Harmony helps. Smooth interaction among collaborators avoids time-wasting debates about how best to proceed.

Actually: Quite the opposite, research shows. Conflict, when well managed and focused on a team’s objectives, can generate more creative solutions than one sees in conflict-free groups. So long as it is about the work itself, disagreements can be good for a team. Research on symphony orchestras showed that slightly grumpy orchestras played a little better as ensembles than those whose members worked together especially harmoniously.

Misperception #2: It’s good to mix it up. New members bring energy and fresh ideas to a team. Without them, members risk becoming complacent, inattentive to changes in the environment, and too forgiving of fellow members’ misbehaviour.

Actually: The longer members stay together as an intact group, the better they do. As unreasonable as this may seem, research evidence is unambiguous. Whether it is a football team or a string quartet, teams that stay together longer play together better.

Misperception #3: Bigger is better. Larger groups have more resources to apply to the work. Moreover, including representatives of all relevant constituencies increases the chances that whatever is produced will be accepted and used.

Actually: Excessive size is one of the most common–and also one of the worst–impediments to effective collaboration. The larger the group, the higher the likelihood of social loafing (sometimes called free riding), and the more effort it takes to keep members’ activities coordinated. Small teams are more efficient–and far less frustrating.

Misperception #4: Face-to-face interaction is passé. Now that we have powerful electronic technologies for communication and coordination, teams can do their work much more efficiently at a distance.

Actually: Teams working remotely are at a considerable disadvantage. There really are benefits to sizing up your teammates face-to-face. A number of organisations that rely heavily on distributed teams have found that it is well worth the time and expense to get members together when the team is launched, again around the midpoint of the team’s work, and yet again when the work has been completed.

Misperception #5: It all depends on the leader. Think of a team you have led, or on which you have served, that performed superbly. Now think of another one that did quite poorly. What accounts for the difference between them? If you are like most people, your explanation will have something to do with the personality, behavior, or style of the leaders of those two teams.

Actually: The hands-on activities of group leaders do make a difference. But the most powerful thing a leader can do to foster effective collaboration is to create conditions that help members competently manage themselves. The second most powerful thing is to launch the team well. And then, third, is the hands-on teaching and coaching that leaders do after the work is underway. Research suggests that condition-creating accounts for about 60% of the variation in how well a team eventually performs; that the quality of the team launch accounts for another 30%; and that real-time coaching accounts for only about 10%. Leaders are indeed important in collaborative work, but not in the ways we usually think.

Misperception #6: Teamwork is magical. To harvest its many benefits, all one has to do is gather up some really talented people and tell them in general terms what is needed–the team will work out the details.

Actually: It takes careful thought and no small about amount of preparation to stack the deck for success. The best leaders provide a clear statement of just what the team is to accomplish, and they make sure that the team has all the resources and supports it will need to succeed. Although you may have to do a bit of political manoeuvring to get what is needed for effective collaboration from the broader organisation, it is well worth the trouble.

This is based on an article that inspires me every day in my role as a team leader and Country Manager. Find out more at http://blogs.hbr.org/cs/2011/06/six_common_misperceptions_abou.html

Blog by: Dan Hunwick, UK Manager

Some people from the Boulder office might have noticed almost ten people were missing from the office for a few days mid January. Some heard we all went to Vegas and they were jealous thinking we had a mini vacation. Unfortunately Trade shows may be fun but they are not vacation. Early meetings, hectic booth duty, and long nights make for a very busy work day; most people didn’t ever leave Caesars’ Palace. The sales department had several important things to accomplish while they were at the trade show, the top on their agenda were meeting existing clients and getting prospects of new ones.

In sales the average account manager has about 100 active clients they work with on a month to month basis. Meeting your clients in person makes all the difference in the world. Getting to know the person you are consistently emailing, instant messaging and calling helps ease the relationship. Knowing your clients on a personal level helps maximize the account you both share. When you have enough time to really explore what your clients really do well with and what they are working on, it gives you a whole new start to the adding value to your relationship.

Also at the show we were all looking for the next big sales opportunity. In most Trade shows Intela has a booth which ensures new clients stopping by to see what we are all about. Being at the booth always makes for a fun and informative time, you get to interact with new faces and explain what Intela is all about.  As you discuss what Intela can do for the client you are getting information from them on what they can do for us. At this show our team was focused on Mobile. We were really looking for Mobile download applications. Speaking with people about these topics helps us get a feel for where everyone else is in this vertical.

I personally have only been to 2 shows with Intela but I know to expect a busy few days during the show and a busy few weeks after the show. Not only is the pressure on after the show to turn the prospects into clients, but all the promises you made to your existing clients need to become a reality as well. The tradeshow season is in full swing with the sales team busy cranking away, we are trying hard to find the next big thing for Intela. Some are already in the works and some are still being chased- either way I want to thank Sales for their dedication and determination!

Post by: Brittany Robertson, Senior Account Manager

A common maxim in business is, “if you aren’t moving forward, you’re moving backward.”  This is especially true in the still-new online industry.  In any industry, the innovative edge means the difference between being on top and being in the mediocre middle.  In a rapidly developing industry such as ours, the innovative edge means the difference between survival and a fading memory (Pets.com, anyone?).  But what does it mean to be Innovative?

The first I of Innovation is Idea.  What is the hole in the market?  How are you uniquely equipped to respond to it?  Will it provide a sufficient revenue stream for your company?

The second I in the Innovation process is Implementation.  As another old saying goes, to everything there is a season.  If you have a brilliant idea, don’t sit on it!  It is only a matter of time before another brain identifies the same need in the marketplace and acts on it accordingly. There is a delicate balance between being the best in the market and being the first to market.  Spend too much time on your project, and someone else will beat you to the punch.  Spend too little time on your project, and someone will come out with a new-and-improved version all too soon.

A third I in Innovation is Incessant.  Innovate without ceasing.  Even if you are the best in and first to market, your idea will quickly be stolen, replicated, and standardized throughout the space.  This is the sincerest form of flattery, but it doesn’t help pad the bottom line!  The only way to be and stay on top is to have an ongoing flow of new ideas executed in a timely manner.

And let’s not forget the most important part of Innovation, even though it doesn’t start with I: Fun!  Creativity and new ideas are what keep many of us coming to work.  You don’t want to miss out.

Post by: Becky Wink, NA/AU Product Manager

Blackberry’s EMEA Director of Marketing, Tim Hodkinson declared that, “2012 will be the year of NFC.” At which point, everyone thought to himself: ‘what is NFC and are we going to need Arnie to battle it?’

NFC stands for Near Field Communication, a short-range wireless technology that you most likely unwittingly use today.  The key fobs you swipe to get into your office uses NFC.  So does that contactless credit card you use each morning to get your balanced nutrition at McDonalds or Starbucks.

NFC devices can be used with contactless payment systems in combination with things like Google Wallet – a virtual wallet that stores credit card information.  Germany has already trialed a NFC ticketing system for public transport using NFC.

Now imagine that your credit card, your key fob, your business cards, your bus pass and even your car keys are simply one device: your mobile phone.  No more rooting around your wallet for the right credit card or clawing through your purse for your office keycard.  With Blackberry pledging to have every device launched in 2012 configured for NFC as standard (and Apple following suit) you can guarantee that 20-somethings at watering holes everywhere will be more wary of the classic in-to-the-toilet-phone-fumble.

The UK has more than 50,000 swipe-and-pay terminals right now.  Transactions are mostly limited to small-ticket items, for things under £15.  However, Blackberry believes that larger scale commerce will become commonplace using linked credit lines on your mobile device.  Industry experts, Forrester Research predicts that commerce on NFC-mobile devices will reach $31 billion globally by 2016.

Major players like Visa, MasterCard and Lloyds TSB are partnering with phone powerhouses like Samsung, RIM and Apple to develop many NFC-enabled devices.  Mobile service providers like O2, Vodafone, T-Mobile and Verizon are all exploring standardized payment platforms as well.  Hodkinson says, “You will see cobranded activity with us and the mobile operators communicating how NFC can be used for things like payments and advertising.”

In addition to acting as your credit card, Blackberry is testing the ability to swap contact info, videos and photos by simply tapping two phones together.   This will make pulling a girl’s digits on a night out with the guys almost 100% foolproof.  No more texting Claire to say how great it was to meet her only to have her reply that her name is ‘Holly.’

Mass adopting of mobile wallets offers brands a chance to be at core of consumer purchase decisions.  Brands are already developing NFC loyalty schemes, price comparison services and of course, display ads tailored to a users’ shopping habits.  But is the average Joe really ready to have EVERYTHING tied to his phone?  Perhaps we’ll find out in 2012.

Posted By: Jay Andrews, Senior Account Manager