Among the many disconnect patterns Karamchedu identifies are: poor documentation by Chinese teams; the inability of Chinese customers to provide stable market forecasts; short-sightedness among Chinese box vendors (who would rather follow a popular market trend, undercutting their competitors on price); and the tendency of China colleagues toward inaction without explicit "authority."
These patterns have frustrated U.S. managers, prompting skepticism toward China colleagues and customers.
There are also plenty of U.S. habits that discourage Chinese colleagues. For example, the U.S. head office doesn’t take seriously feedback from Chinese customers. Or, the U.S. team allocates insufficient project time for the Chinese team and the U.S. side is slow to respond. Another example is a drastic pricing strategy mismatch between the U.S. and China.
Many readers likely recognize those disconnect patterns. Once the disconnects are identified, what's to be done about them? Karamchedu doesn’t offer cut-and-dried answers. The book’ focus, rather, is on methods to think and work through these disconnects. Every situation is different.
I would have preferred to read more about why the Chinese colleagues and customers behave the way they do, and to learn more about what else is going on in their minds. The book, however, avoids sociological or psychological observations. This is probably wise, because that’s not where the author’s specialty lies.
Nor does Karamchedu advise executives or investors on specific China-U.S. strategies. He makes very clear in the book’s preface that his audience is "the manager." As the “Move-to-China” trend continues in the high-tech business world, Karamchedu sees his book as an educational tool intended to prepare the next-generation of managers "who have no choice but to deal with China-U.S. organization affairs."
At a time when China observers in the U.S. struggle to unlock the mysteries of the Chinese market through academic books, this is probably the first practical volume by an engineering and marketing manager that targets his peers working for U.S.-China companies.
“The Disconnect Patterns: Notes For Managing A U.S.-China High Technology Company” is published by Saarangabooks.com (www.saarangabooks.com). Both English and Chinese editions are available in print and digital editions (iPad, Amazon, Kobo via Google Play). The author's book link here