Thinking after the change of team

Ti went away, she said in farewell e-mail: Remember "If you want to changed the world don ' t ever, ever ring the bell." We merged with TI's team for about a year, and this year, I saw the changes she brought to the whole team and her obvious management style. I know she wants to do something, and I think it's obvious that all of you know that she is also very much appreciated and reused by top bosses, involved in various projects, and has done a lot of projects in the team, spending money and recruiting people.
But in the end she left, I feel she is too anxious to climb up to the director's seat, but her boss or other bosses do not buy her, did not raise her and rose other people, so she was in a hurry, this thing is very sudden, also very quickly.

Just at the beginning TI's organizational structure is divided into two parts, one for the company business strategy and project, two for the infrastructure, that is, my boss team. I saw the combination of the two, is very good, so we are not only responsible for the IT architecture operations and other aspects, and can cut into business, this is my boss has always wanted to intervene, but not its door into, once he said will participate in the VP of various commercial meetings, And then see how it can help the company achieve the project plan, but what I saw later was that it didn't work, and my boss lacked the connections, talent and knowledge. TI is very different, she is an MBA, and was a navy, and VP, so I think VP is very appreciative of her, as senior manager, she can directly report to VP, and my boss can only report to director. In many meeting places, VP took her to talk about the company's development strategy.

Two team just merged, I felt a spring breeze, and I was also pushed to China's IT team leader, of course, I know this is what my boss asked for, because compared to other managers, my seniority is the lowest, so a bit not very good meaning, I think, how can I have the nerve with these senior managers, The man who is strong and Ma Zhuang is comparable. At that time the entire oes,ti under the PE and PA two carriage, PE under the project MGR and business TRANSFORMATION,PA under the Infra and app Dev/support, a total of sixty or seventy people. To undertake the project mainly for the supply chain management projects, and various types of management to see the system, all kinds of training and so on. At that time, I went to Sunnyvle to participate in a conference, when everyone began to know each other, are confident, want to play, but also really do a bit of results out, of course, some projects have failed, white flowers a lot of money.

At that time, Tina had done a lot of tricks on team management, such as the Book Club, the Office seating plan (which made it easier for everyone to communicate and functionally divided), and each morning the management team spent 10 minutes talking, the weekly Open office hour (letting someone else in the department come over to discuss the plan and ask for help) , weekly and monthly reports to the management of the report, etc., make a vivid. In this way spent a year, I see everyone is good communication, and began to form combat effectiveness. However, nearly a year, PE walked, heard that it was riding a bike fell, and then took a while off, and then resigned, so ti suddenly less a carriage. Ti walked two weeks before she came to China, I was with her 1on1, listen to her said the PE thing, she said already in recruit PE substitution. After two weeks, other colleagues suddenly told me Ti's last day is Friday, I was amazed, not right, how did she go?! One day the meeting, the boss and we formally announced the news, and then said that there is no decision on how to manage the team, he and a new replacement PE colleague directly report to VP. After one months, the boss said we will report to St, then I understand that the original is St Sheng, I estimate is the upper power struggle, ti Dou but, or said Qibuguo did not ascend her and go. I think if the report to St, estimated that our days will return to the mundane, or can only do some daily support things, why so say, because ST is the pipe logistics, she knows the supply chain this piece is not an expert in it, we do not have much common language. Then the VP announced the news, and then the boss meeting said we do not with St, we turned to Seattle headquarters, report to SW, there are colleagues also cheer, at least we have a common language with SW.

Ti Walk, she one foot to build up the OES began to split jump segregation, PM eldest brother to other departments, some project bosses do not want to be directly cut off, then he led us to run away, the rest with business related to a team left to St. This is my 5 years, our team's fourth change, of course, this does not affect me, I still follow PA, these years we have established a good relationship of trust and cooperation, but it is not good for him, because his boss often change, must re-run not to say, His performance had to be re-examined by the new boss, which affected his promotion.

TI's advantage is that can be good with the upper management communication, and get their approval, presumably because they are MBA, mutual understanding of the business is more interlinked, my boss's weakness is that he is a technical background, and many years have been off the line of technology has not how to make up for business ability, so has become people The type of manager can only be spun in the middle. And this is what I want to avoid, on the one hand, I need to improve business knowledge, two to continue to improve technical capabilities, the corresponding will pay more time and energy.

Thinking after the change of team