I am looking for your advice and to leverage your experience in delivering technology solutions in China. So not outsourcing but delivering to Chinese companies, specifically state and semi state.
We have an emerging deal in China with a very large organisation and while we will be working with a substantial global partner this will be there first time implementing our solution.
What I am specifically interested in is
(1) How to gain consensus in requirements sessions
(2) How to keep momentum going on the project
Our natural style is very western and agile, high octane phases delivering rapidly. We know this conflicts with the long term orientation and consensus orientation to decision making in China. So we need to find an approach that manages our risks in terms of this turning in to a long running project while working with the local culture [company and national]. Help!
Regards
Padraig
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Diane OhdeIT Project Manager| AZ Department of TransportationGoodyear, Az, United States
A good way to start is to simply accept up front that you "will not" gain consensus in group sessions (group=your company/Chinese clients), at least not in the so-called western sense. Apparently you have already done some very necessary homework and realize the coming cultural clash - a good beginning. This is not a negative opening statement, just one of reality and situation assessment. The assessment aspect requires a detailed stakeholder analysis.
Time is on their side and they know it very well. Ditch the "high octane" approach and settle in for a series of segmental advances. It is logical to assume the negotiating phase ended with your contact, but in fact it is just beginning and concessions will be expected of your side. The greater the rush and stress on schedule the greater to reality of resistance, not openly or argumentative, but one that can lead to concessions on your side to meet schedules.
Consensus means many things in China, at many levels. Invest quality time in learning as much as possible about individuals on the client team or teams with whom you will work in the mentioned requirements sessions, i.e., your assumed consensus partners.
Where does the real decision power rest? Our western view of consensus can mean agreement(s) in a particular meeting, your counterparts will likely view it as a summary to be carried forward to higher levels for decision (and thus the desired consensus).
These procedures will not be learned in a book, by watching a video or with a quick review of a "check list", although you should of course seek background information from all sources. If your company does not have an "old China hand" this might be the time to find one, assuming the project has that much long term value. Obviously this last suggestion is not realistic under most circumstances, but it is offered in the context of what I characterize as environmental PM experience, or to say international project experience.
The operating milieu of an international project is complex and requires some special PM qualities and skills. If an international resource is not available in your company now, my quickest recommendation is to find someone so qualified for a PM position on the China team. This is tricky of course. I did not say "the PM role" but a PM position that will deal with China, local environmental issues, culture and critical resource for guidance on consensus strategy and "how to keep the momentum going.
Sorry to be so long with this, but the best thing you can do for the moment is stop, review again, and create a strategic operating plan to fit the local environment (client and country). The worst thing is to go too fast. I hope some small portion of is helpful, and you have my very best wishes for success. China is an interesting, but tough place to do business. (*)
