| Virtual
Teams - Global Leadership
*
Virtual Teams are about managing people at
a distance using technology. The office of the future.
* Virtual
Teams can produce travel cost reductions of up to 50%
with huge gains in team productivity and morale.
* Virtual
Teams are a high risk strategy unless corporations
are committed, and requires investment in technology as well as
in team training.
* Virtual
Teams means maintaining close working relationships
with colleagues in many locations, without the need for as many
meetings as traditionally needed.
Old team management models are:
"if in doubt, go travel to sort it out". But this is highly
inneficient in a ralidly growing global organisation. Many corporations
are at the limit of what they can manage without huge structural
changes, unless they develop a different way of working altogether.
I often find that senior executives
are travelling twice as much now as they were two years ago (despite
economic problems and 9/11 impact). Many are already spending up
to 6 weeks a year at 35,000 feet, not including all the hassles
of flying delays, taxis, hotels, and jet lag. So what happens next
year? The model of team management followed by most corporations
is completely un sustainable and will be a number one survival issue.
Teams that can bridge the distance
gap will win a clear competitive advantage - travelling less but
with greater impact during each visit, backed up with regular videoconferencing,
shared space technologies, chat, e-mail, telephone conference calls
and other digital tools. And forget old-style video-links in board
rooms. Think wireless, everywhere, anytime, video-links that can
start as spontaneously as a telephone call.
Human resources, information technology,
corporate real estate - all these areas need to think together about
how teams of tomorrow can operate in the most efficient and human
- sensitive way.
Virtual Teams Case Study:
Aircraft development is highly
complex and expensive, typically involving teams from many different
corporations around the world. Aerospace projects throughout Europe
are being assisted by a new initiative called Elab, built to serve
a consortium of companies in the Enhance project. British Aerospace,
Rolls Royce, Aerospatiale Matra, Airbus and Snecma are among Elab
members, contributing EU19m, matched by EU subsidies. Elab combines
sophisticated remote-working tools, plus high quality video links
to create total working environments for groups of scattered engineers.
Source: Financial Times 17 February 2003
Virtual
Teams are vital to corporate growth.
Reasons
for adopting Virtual Teams
Costs
of Virtual Teams
Overcoming
objections to Virtual Teams
Changing
culture through Virtual Teams
Why
Virtual Management increases output
Dangers
of Virtual Management
Global
teams, culture differences and Virtual Management
Why
training is always necessary to get the best from Virtual Management
Virtual
people Virtual management
New working patterns Visions
of future
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