Business English for Engineers and Scientists -... -
[Cached Version]
Published on: 7/30/2006
Last Visited: 4/10/2007
International experience was always on Scott Eisenhart's screen.Before being promoted to his current position as director of product development for broadband wireless access at Texas Instruments (TI), Eisenhart realized that the company's market was one-third Asian, one-third European and one-third American.He knew that if he wanted to move up, he'd have to move outside the United States in order to get a worldwide understanding of TI's customers.Even before he went overseas, his horizons were broadened by the conference calls and emails that came shooting across his desk from all over the world.
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"Say we're engaged with someone in Europe," says Eisenhart."We'll pick up a flex team comprised of perhaps some software engineers, some application people, product designers and marketing people and transplant the whole team to a location near the customer."With the pace of product development at white hot speed, employers find it advantageous to send teams of people zipping around the globe."As soon as the team reaches its goal, we disintegrate the team and send them out on other projects," says Eisenhart.
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Eisenhart also urges patience and starting off with two-week and then three-month assignments to learn more about what it's like to work overseas."It's not Kansas," he states."You work hard and all you are likely to see is your hotel and an office."But the opportunities to network and get exposure are worth it, he says.
Participating in a cross-functional team sparked Eisenhart's interest in overseas assignments."We were solving problems and communicating via email and conference calls.That's what put the bug in my mind," he recalls.So he let his manager know what his goals were and he sought out those who had been out of the country to pump them for details.