Managing global teams isn't about fancy tools, it's about working around time zones. When the speaker in Hong Kong sends a tariff proposal to US managers, he waits a full day for a response. The fix: deliberately design how your team communicates across locations so decisions don't stall.
I think that apart from, of course, the beauty of the systems and technology will bring visibility, but I think that we also have to bear in mind sometimes orchestration is not something very complex. It's actually with communications, with different parties, different people sitting in different locations. We often find that even simple things like time zone could be a difficulty for us to have effective communication. So I think that in all my careers in different organizations, this is always, always challenges that we have to overcome. Even like P&G, like a textbook company in supply chains that we have. And for my side, like right now is that I'm sitting in Hong Kong, my managers and some partially of the global team is sitting in US. So facing this tariff issue, we always have to wait one day. So we propose some things and we wait for US to get up work, get their decisions, and then overnight that we come in to react on. So I think that we all have to think of communication, this part, how we will be able to find an effective way to link up all the people together. Then that could be approach to the advantage to a company, and always— oh, and I think it's always a challenge for every one of us.
