By Andrew Carson, Sr. Director Engineering Solutions
When organizations talk about site moves, the focus often centers on efficiency, cost, and infrastructure.
The real challenge and the opportunity come from how teams across the world work together to execute as one.
As we transition CO₂ laser manufacturing from Mukilteo, Washington, to Stockport, United Kingdom, we are seeing what it truly takes to align global teams around a shared goal.
This effort spans multiple regions, including the United States, the United Kingdom, Europe, and Asia. Each team brings strengths that are shaped by the local environment and technical expertise.
Where Cultural Differences Show Up
Cultural differences are not abstract. They show up in everyday decisions, communication, and execution.
In some European teams, there is a stronger reliance on defined structure. Work tends to follow clearly assigned ownership and formal processes. If a task is not explicitly assigned, it may not move forward right away.
In the United States, teams are often more action-oriented. There is an expectation to take initiative and move forward when the path is clear, even without direct instruction.
Communication styles also vary. Some teams communicate in a very direct and concise way. Feedback is delivered quickly and without much context. Other teams take more time to build alignment and provide background before making a point.
Even within the United States, regional differences are noticeable. Teams in the Boston area often operate with a faster pace and more direct communication style, while teams in the Pacific Northwest tend to be more measured and collaborative in how they engage.
These differences can create friction if they are not understood. A direct comment may be interpreted as abrupt. A pause for clarity may be seen as hesitation. In reality, these are simply different ways of working.
Turning Differences into Better Execution
Global collaboration does not mean forcing one way of working across all teams. It requires creating a shared understanding.
One of the most effective approaches is moving beyond large, high-level meetings and focusing on smaller, cross-site working sessions. When individuals responsible for similar work connect directly, they can align on expectations and clarify differences to build trust more quickly.
It is also important to identify individuals who can operate effectively across cultures. These employees combine technical expertise with adaptability and awareness. They recognize differences without being slowed down by them, and they help translate across teams.
Building Trust Across Teams
Trust is essential for global execution, and it is built through consistent behavior.
Clear and honest communication is critical. Teams need realistic expectations, especially when it comes to timelines and deliverables. When leaders are transparent about constraints and challenges, teams are better equipped to respond.
Respect also plays a central role. Every function contributes to the final outcome, from engineering and production to operations and support. Recognizing that interdependence keeps teams aligned and engaged.
Trust is reinforced when teams see that their input is heard and reflected in decisions.
A Stronger Way to Operate
This site move is part of a broader effort to strengthen our global manufacturing footprint and better serve customers.
It also reflects how we operate as a global organization.
When we understand how different teams think, communicate, and execute, we can align those strengths instead of working against them. That leads to better decisions and stronger execution, which allows us to build more resilient operations.
Global collaboration requires effort and intention. When done well, it becomes a meaningful advantage for our teams and for customers.
That is how we continue building One Novanta.