繞著世界跑——最終，我們都在學習同理 Follow the sun and around the globe - empathy as a key from Ming Lu
在全球化與 AI 加速變革的時代，台灣青年在美國發展職涯，面對的不只是技術競爭，更是跨文化協作與全球視野的挑戰。曾任 eBay Classifieds Group Emerging Markets CTO、Walmart Engineering Director，現任 TECQMIND CEO 的 Ming Lu，以其橫跨美國、亞洲與非洲的管理經驗，提供了務實而深刻的觀察。
In an era shaped by globalization and rapid AI-driven transformation, Taiwanese professionals building careers in the United States face more than just technical competition—they must also navigate cross-cultural collaboration and develop a truly global mindset. Ming Lu, former CTO of eBay Classifieds Group Emerging Markets, Engineering Director at Walmart, and now CEO of TECQMIND, offers pragmatic and insightful perspectives drawn from his experience managing teams across the U.S., Asia, and Africa.
Ming 回憶，首次意識到全球團隊與單一地區管理的本質差異，來自於「時間與文化的雙重距離」。當團隊橫跨 8,000 英里以上，不只是時差（如南非與上海相差 6小時）帶來溝通延遲，更關鍵的是文化差異，例如荷蘭式的直接溝通（Dutch honesty）與亞洲文化的含蓄表達，往往導致誤解與效率下降。他強調，管理者需重新設計責任分工，避免將「燙手山芋」轉嫁至遠端團隊，並透過工程師輪調（engineer exchange program）與實體團建，建立信任與知識流動。
Ming recalls that his first realization of how global teams fundamentally differ from single-region teams came from what he describes as the “dual distance” of time and culture. When teams are spread across more than 8,000 miles, it is not only time zone differences—such as the 6-hour gap between South Africa and Shanghai—that create communication delays, but also cultural differences. For example, the directness of Dutch communication (often referred to as “Dutch honesty”) contrasts sharply with the more implicit communication styles in many Asian cultures, often leading to misunderstandings and inefficiencies. He emphasizes that leaders must redesign ownership structures, avoid offloading “hot potato” problems to remote teams, and build trust through initiatives such as engineer exchange programs and in-person team building.
他指出，全球團隊最大的挑戰在於「責任劃分與信任建立」。若當地團隊無法具備完整解決問題的能力，容易淪為執行端，進而削弱整體效率。因此，他強調必須讓各地團隊擁有「核心權責」，而非僅是外包角色。同時，透過工程師交流計畫（engineer exchange program）與團隊建設活動，能有效強化跨區連結。
He further points out that the core challenge of global teams lies in “ownership clarity and trust building.” When local teams lack end-to-end problem-solving capabilities, they risk becoming mere execution units, ultimately reducing overall efficiency. Therefore, it is critical to assign core responsibilities to each region rather than positioning them as outsourced support. Programs like engineer exchanges and team-building activities play a key role in strengthening cross-regional connections.
在跨文化溝通中，隱形摩擦往往來自「本位主義」。Ming 舉例，曾因未與美國核心團隊充分溝通，就在上海建立研發中心，導致知識轉移不順。這讓他學到，全球團隊必須建立共同語言與文件系統，並在決策前確保資訊同步。此外，他也強調「給予善意假設（give the benefit of the doubt）」的重要性，避免因文化誤解產生不必要的衝突。
In cross-cultural communication, hidden friction often stems from “local bias.” Ming shares an example where he established an R&D center in Shanghai without fully aligning with the U.S. core team, resulting in poor knowledge transfer. This experience reinforced the importance of building a shared language and documentation system, as well as ensuring alignment before making key decisions. He also highlights the importance of “giving the benefit of the doubt” to prevent unnecessary conflicts arising from cultural misunderstandings.
談及 AI 的影響，Ming 認為語言與資訊落差將被大幅縮小。會議紀錄工具、知識管理平台（如 Glean）與自動翻譯技術，讓跨時區與跨語言協作更加順暢。然而，他也提醒，AI 並不會取代人際理解，反而更凸顯「同理心（empathy）」的重要性。
On the impact of AI, Ming believes that gaps in language and information will be significantly reduced. Tools such as automated meeting note-takers, knowledge management platforms like Glean, and real-time translation technologies are making cross-time-zone and cross-language collaboration far more seamless. However, he cautions that AI will not replace human understanding; instead, it makes empathy even more critical.
對於在美國發展的台灣青年，Ming 提出三點建議：第一，清楚定義自己的價值與目標（define why）；第二，主動理解並尊重不同文化，其中包含培養文化同理心，避免將「American Standard」視為唯一標準，這在全球交流蓬勃的現在更為重要；第三，建立人脈且不輕易燒毀關係（don’t burn bridges）。他特別強調，在 AI 時代，機會更多但競爭更激烈，「能解決問題、且好相處的人」將更具長期競爭力。
For Taiwanese professionals pursuing careers in the U.S., Ming offers three key pieces of advice. First, clearly define your purpose and value (“define why”). Second, actively understand and respect different cultures, cultivating cultural empathy and avoiding the assumption that the “American standard” is the only correct approach—an increasingly important mindset in today’s globally connected world. Third, build strong networks and never burn bridges. He emphasizes that in the AI era, while opportunities are expanding, competition is also intensifying. Those who can solve problems and collaborate effectively will have a stronger long-term advantage.
最後，他鼓勵年輕人勇於嘗試與跨域發展，透過導師制度（mentor）與主動溝通，加速自我成長。在全球舞台上，技術只是門票，真正決定高度的，是視野、格局與與人合作的能力。
Finally, he encourages young professionals to embrace experimentation and cross-disciplinary growth. By seeking mentorship and engaging in proactive communication, individuals can accelerate their development. On the global stage, technical skills are merely the entry ticket—what ultimately determines success is perspective, leadership mindset, and the ability to work effectively with others.
