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Computime

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Communication across Computime is lacking. According to Wolcott and Lippitz, Computime lacks formal communication channels between Research and Development (R&D) and business unit engineers (2008). If the R&D unit is unaware of how Computime’s customers are innovating a product, how can the department anticipate needs and make adjustments prior to unveiling a new product? Communication needs addressed.
Chinese engineers “tend to be less accustomed to sharing problems, offering ideas, and working in teams” (Wolcott & Lippitz, 2008). This is a barrier for Computime, as Chinese engineers may not be able to communicate effectively with the R&D units. To improve communication channels, Computime can use Frans Johnansson’s concept of making barriers fall, by embracing a range of cultures (2004). Computime can hire engineers who are familiar with the Chinese culture and have experience with Chinese workers. By hiring people who know best how to work with the Chinese, communication can improve. Through improved communication, employees will be able to share ideas about customers’ needs and further anticipate future products.
Computime will need to create a sense of urgency regarding the importance of improved communication (Kotter, 2002). To create a sense of urgency, Computime will show videotapes of angry customers to employees. Hearing and seeing customer frustrations will help employees better understand the need for improved communication (Kotter, 2002).
In order to implement the suggestions mentioned above, Computime will need a way to log customer complaints. If the complaints fall on deaf ears, nothing will be changed. The complaints need to be shared with the heads of the department as well as each business unit. To facilitate this communication, Computime could borrow GE’s Work-Out initiative and tweak it to meet their needs (Barlett & Glinska,

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