Real-World Time Management

By Roy Alexander; Michael S. Dobson | Go to book overview

CHAPTER 18
MARCH OF TIME IN THE GLOBAL VILLAGE

“Even if you're on the right track, you'll
get run over if you just sit there.

—AMERICAN RAILROAD SAYING

A few short years back, Marshall McLuhan predicted the global village. Most managers then thought, “He means a century down the road.” He didn 't. It's here today. Ask Gabe Lilly.

Gabe, head man for Asia and Latin America at a British pharmaceutical company, in a single year spent 43 days in London; 63 in Singapore; 47 in Raleigh, North Carolina; 22 in other U.S. states; and 123 in other countries. Gabe figures the twenty round-the-globe managers who report to him are “on a more intimate discussion basis” with him because of his extensive travel. That calls for global time management techniques unheard of even in the 1980s.

But, you say, the Internet and the wonderful fax make it easier. Not so, says Lawrence, president of a Taiwanese computer maker and CEO of its U.S. unit in California: “You cannot use a computer to do critical decision making in a group.”

Lawrence says he often talks to managers in Europe at 6:30 A.M. from his San Francisco home. Evenings, he may confer with Taipei well into the night, again from home. His travel schedule leaves him only 10 days a month in the city, where his wife and eight-year-old son live. “We are trying to globalize the

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