S4.E14. 你不能不知道的人才全球化

全球發展計畫有時會讓同仁們感到負擔：為了與其他團隊共享知識，推動創新發展，研究人員和管理人員必須暫時離開他們的舒適圈，但當他們自海外歸來時，將會帶回彌足珍貴的嶄新視野。

離開舒適圈 前往一個沒有拉麵的地方生活

在接下來的日子裡，德國施瓦本（Swabian）的麵疙瘩（spätzle）將會取代拉麵，成為Takuma Kayatama的主食。Kayatama擁有化學博士學位，原本在日本神戶率領藥物研發團隊工作，現在，是他在比伯拉赫（Biberach）德國工廠擔任研發團隊的項目經理的第三年。2019年1月時，Katayama帶著他的妻子跟女兒搬到德國，當時他們正在準備迎接第二個孩子的誕生。

這樣的故事對許多年輕的家庭而言，是一項冒險；但對Katayama來說，海外駐點的生活並非充滿未知。這位化學家說：「我們期待著再次與朋友以及同事們，在德國相聚。」2011年時，他在比伯拉赫擔任了為期三年的科研助理工作；Katayama回憶說：「我第一次來這裡時，主要的任務是加深對比伯拉赫團隊作業程序的了解。」他在海外工作的目的，就是讓團隊之間的技術合作更加緊密。

「對我而言，再訪比伯拉赫，並且擔任多項研發項目的負責人，是很有意義的任務，我能藉由認識同事們，更釐清管理團隊的結構。」當Katayama在2021年再次回到日本時，他的工作就是整合德國與日本的研發團隊，更有效率地發揮團隊的集體價值。

位於德國殷格翰的全球發展計畫總部，擔任分發、部署百靈佳殷格翰位於世界各地菁英員工的重要角色。2019年，約有120名同仁為了業務拓展，進行了為期六個月的海外工作；除此之外，約有400名同仁在海外派駐了更長的時間。全球發展菁英中心主管Annette Späth表示，在這項計畫進行期間「完全沒有人被忽略」；公司不只協助同仁打理商務旅行的基本事項，也協助搬家、簽證以及稅務等問題，並且幫助同仁的子女們尋找適合的好學校。

「我們期待再次與朋友以及同事們相遇。」

2019年，共有518名同仁參與全球發展計畫

全球發展計畫目前正在轉型；Späth說：「我們希望全球發展這件事對同仁們來說，是更輕鬆以及自然的型態。」未來，百靈佳殷格翰將提供更符合個人需求、量身打造的外派方案，不只能令業務發展更加順利，更能支持全球發展團隊的同仁們，激發大家的創新力，成為全球性的菁英人才。這是百靈佳殷格翰發展歷程中，非常重要的一個步驟。Späth補充道：「這對我們的日常生活也帶來很大的變化，與過去相比，大家現在更能與位於地球上其他國家的同仁們合作。」

專業的提升及深度的文化體驗增加了生活的豐富性

Ingeborg Jost博士正在體驗海外駐點的生活。她暫離位於比伯拉赫的木頭小屋，如今居住在西班牙巴賽隆納以北的聖庫加特．德爾巴列斯（Sant Cugat）。在德國時，她負責帶領比伯拉赫的實驗室製造吸入性產品。現在，她負責西班牙新成立的Respimat^®舒沛噴生產部門的質量控管。Jost說：「聖庫加特．德爾巴列斯的生產基地如今已經開始建設一條專門量產吸入性產品的生產線。」由於過去開發Respimat^®舒沛噴的經驗，她是提供西班牙團隊支持的最佳人選，能為新生產心中訂定品質控管的標準。 

由於Jost將在西班牙派駐兩年，她與家人一起搬到海外，在第一次造訪的城市展開新生活，兩個女兒在西班牙上當地的德國學校。Jost認為：「這樣的改變豐富了我的生活，不止增加了專業知識，也提升了文化層面的思維。」例如，她很快就發現了「敏銳度」對西班牙團隊的重要性；「我當然也希望能帶回一些想法跟經驗可以和德國的同事們分享，勢必會有幫助。」 

跳脫舒適圈

MMH健康擴展計畫（The Making More Health，簡稱MMH）致力於改善全球健康。MMH建立社會與企業的業務連結關係，加快社會企業解決議題的速度。

Miguel Neiva是參與MMH計畫的其中一位社會企業家。他開發了將顏色轉換為符號的代碼，數百萬色障者的日常生活因此變得輕鬆。色彩代碼可以運用在學校教材、紡織品、大眾交通工具上，大部分的色障者都能辨識；在醫療保健領域也能運用，像是：藥品的外觀顏色時常與藥劑的使用方法、順序有關，將色彩代碼運用於藥物和藥品包裝，可以防止因為閱讀不良而導致的失常、錯誤。

翻轉觀點

MMH計畫為管理發展創造了「在地管理人才培育計畫（Executives in Residence）」。與為於發展中國家的社會企業一起進行創意腦力激盪，思考改善當地健康情況的行動方案。在地管理人才培育計畫負責人Verena Metzler解釋說：「我們藉由與在地的管理人員對話，陪伴他們，一起發掘新的觀點以及工作方法，藉此開發他們的潛力。」  

Innovative spirit meets experiece abroad

The Global Mobility Program sends employees packing: Researchers and managers temporarily leave their usual workplaces so they can share knowledge with other teams and drive innovation. When they return from their assignment abroad, they bring valuable new perspectives back with them.

For the next period of time, Swabian “spätzle” noodles will frequently take the place of traditional Japanese ramen in Takuma Katayama’s diet. Katayama, who holds a PhD in chemistry, actually works in Kobe, Japan, where he leads a team in the area of medication development. Now he will spend three years as the project manager of research and development teams at the German location in Biberach. In January 2019, Katayama relocated to Germany with his little daughter and his wife, who was then expecting their second child.

Though it was a real adventure for the young family, it wasn’t a step into the unknown for the Katayamas: “We were looking forward to seeing our friends and colleagues here again,” says the chemist. Starting back in 2011, he had already spent three years as a scientific assistant in Biberach. “The first time I came here, my main priority was gaining a better understanding of the development team’s processes in Biberach,” Katayama recalls. The objective of his time overseas was to bring the technical collaboration of the teams even closer together.

After returning to Japan, Katayama took on a role in the global research and development team. “As next step, it made sense for me to return to Biberach and work there as the head of several research and development projects. So, I could get to know my colleagues and understand the superordinate team structure.” When Katayama goes back to Kobe again in 2021, it will be his job to see that the German­Japanese development teams are even more effectively integrated for optimal collaboration.

Already during his first stay in Biberach, Katayama knew he could count on the support from the Global Mobility Program during his time abroad. From its headquarters in Ingelheim, the Global Mobility Team acts as a Center of Excellence for the international deployment of employees. In 2019, about 120 employees changed their places of work for up to six months as part of an “extended business trip”. In addition, approximately 400 employees were sent abroad for a longer period of time. “No one is left to rely on themselves,” explains Annette Späth, Head of the Global Mobility Center of Excellence. Among other things, the company takes care of the move as well as visa and tax questions, and helps find good schools for its employees’ children.

“We were looking forward to seeing our friends and colleagues here again.” — DR . TAKUMA KATAYAMA

518 EMPLOYEES PARTICIPATED IN THE GLOBAL MOBILITY PROGRAM IN 2019

The Global Mobility Program is currently undergoing a transformative phase. “We want global mobility to become easier and more natural for employees,” says Späth. In the future, Boehringer Ingelheim will offer even more tailored deployment approaches to support the business, drive innovation and develop a global workforce. This is an important step in Boehringer Ingelheim’s development. In recent years, it has become increasingly clear that the family business has grown into a global player. “This is also changing everyday working life. Employees are collaborating with their international colleagues more than ever,” explains Späth.

“The change has been enriching for me, both professionally and culturally.” — DR. INGEBORG JOST

Dr. Ingeborg Jost is currently having this experience. She traded the timbered houses of Biberach for Sant Cugat, a Catalan city north of Barcelona. In Germany, she led a laboratory team for inhalation products in Biberach. Now she is responsible for the quality control at the new respimat^® production unit in Spain. “The production site in Sant Cugat has started construction on a new line for inhalation products as well,” Jost explains. With her experience from the development of the respimat^®, she can provide the Spanish team with optimal support in setting up quality control for the new production unit.

Because Jost will work with the team in Spain for two years, she moved there with her family. Her two daughters attend a local German school. “The change has been enriching for me, both professionally and culturally,” says Jost. She quickly realized, for example, that agility is particularly in focus in the Spanish teams. “I certainly expect to bring back a few ideas and experiences that could also help our team in Germany.”

INTRODUCING:THINKING OUTSIDE THE BOX

The Making More Health (MMH) initiative is committed to improving healthcare worldwide. MMH builds social and business collaborations and accelerates social entrepreneurial solutions.

Miguel Neiva is one of those social entrepreneurs. He developed a code that turns colors into symbols to simplify the daily lives of millions of color­blind people. The code is used, for example, for school materials, textiles, or public transport to ensure the adoption by a large section of the color­blind public. Another field of application is the healthcare sector: The code finds use on drug and pharmaceutical packaging that are usually color-coded to guide procedures. Neiva’s development helps to prevent errors caused by poor reading.

CHANGE OF PERSPECTIVE

Making More Health has created an innovative program for the management development, called “Executives in Residence”. It gives talented managers an opportunity to break out of traditional ways of thinking. Participants work on innovative ideas for improving local health with social startups in developing countries. “We want to spark the managers’ pioneering potential by confronting them with new perspectives and working methods on­site in these countries,” explains Verena Metzler, Head of the “Executives in Residence” program.