2003 Majchrzak and Malhotra 2004 Majchrzak and Malhotra Far-flung Teams: Virtual Teams Version 10.0 Pitfalls and Best Practices 2004 Majchrzak and

2003 Majchrzak and Malhotra 2003 Majchrzak and Malhotra 2003 Majchrzak and Malhotra 2003 Majchrzak and Malhotra 2004 Majchrzak and Malhotra

Far-flung Teams: Virtual Teams Version 10.0Pitfalls and Best Practices

2004 Majchrzak and Malhotra

Dr. Arvind MalhotraKenan-Flagler Business School

The University of North Carolina at Chapel [email protected]

andDr. Ann Majchrzak

Marshall School of BusinessThe University of Southern California


Agenda

What are Far-Flung Teams?

What challenges do such teams face?

Best practices of Far-Flung Teams

Strategic Intent

Technology Support

Leadership

Processes


Example: Automotive Engine Manufacturer

AIM: Design New Engine at New Location for a New Customer

Customer Location

Customer Main Office

Co. Design Engineering Group

Co. Team Members

Co. Team Members

U.S.

Germany

Brazil

U.K.

Mexico


Example: Telecom Infrastructure Provider

AIM: Global Demand and Supply Planning

Ireland

Germany

NJ

MAOH

OK


Example: Electronics Manufacturer

AIM: Improving New Design Processes

TokyoBangalore

Italy

BerlinCambridge

Boston

Montreal

Beaverton


SAMELOCATION

REGIONALLYDISTRIBUTED

GLOBALLYDISTRIBUTED

SAMEFUNCTION

SAMECOMPANY

VALUECHAIN

MEMBERSHIP

GEO

GR

APH

IC S

CO

PE

TEAMS

VIRTUALTEAMS

FAR-FLUNGTEAMS

FACE to FACE

PURELYVIRTUAL

Far-Flung Teams:Virtual Teams Version 10.0


Challenges of Far-Flung Team

Far Flung Virtual Teams are extreme: “Communications challenged” (conducting

their core work mostly virtually through electronic medium)

“Culturally challenged” (different countries, functions, companies)

“Task challenged” (uncertainty in content of outcomes, process, or coordination because of team size, # languages, # time zones)


0% 10% 20% 30% 40% 50% 60% 70%

% of Teams Reporting

Cost Savings

M&A - IntegratingExpertise

Job Flexibility

Think Global, Act Local

Access to SpecializedExpertise

Far-Flung Team Objectives

BP #1: Far Flung advantage Intellectual capital, not cost

Take Away: Benefits are in knowledge-

sharing, not cost-savings


E-Mail is Be All End AllRest is Just Fancy Shmancy

BP #2: Successful Teams Ban theUse of email for Team Communications


What are the technology needs of FFT?

Things Could Be a Whole Lot Betterwith Video-Conferencing


% Teams using Tech

0

20

40

60

80

100

Audio

conferencing

Teamrepository

Instantmessaging

Synchronousapplication

sharing (e.g.,NetMtg &WebEx)Electronicwhiteboard

Video

conferencing

BP #3: Multiple Tool Use w/oVideo being Dominant


What are the communication needs of FFT?

BP #4: The joint use of

Real-time Synchronous + Persisting Asynchronous

communication needed to stay connected

BP #4: The joint use of

Real-time Synchronous + Persisting Asynchronous

communication needed to stay connected

We only need regular conference calls to stay connected


A Virtual “Team Workspace”

InstantMessaging Discussion

Threads

Living Documents

Annotation

Templates

Web Conferencing

AudioConferencing Living

Room

Syn

chro

nous

Asy

nchr

onou

s


WebConferencing

WebConferencing

N-way realtime application sharing

Living Room

TemplatesTemplates

Action items, Agendas, Minutes

AnnotationAnnotation

Trust-buildingOwn comments

AudioConferencing

AudioConferencing

Verbal clarification

Living DocsLiving Docs

Knowledge shared indraft form; visibilityinto each other’s work

Discussion Threads

Discussion Threads

BrainstormingFocusing efforts

Using the “Team Workspace”


Will FFTs be as Creative as F2F?

F2F meetings are requiredfor brainstorming

BP #5: Electronic brainstorming gives more time

for reflection and quality ideas

BP #5: Electronic brainstorming gives more time

for reflection and quality ideas


Teams that used it swore by it Why they loved it

Immediacy: expertise at hand Team visibility Water cooler Backchannel communications during meetings

Unresolved issues: security, loss of discussion content, no standards

BP #6: Instant Messaging UsedCorrectly Can Be a Great Tool


Example: Telecom Equipment Mfr.

AIM: “Eating Your Own Dogfood”Best Practice: Webcams, I.M. “wildfire”

Texas

Brazil

U.K.

Beijing

Hong Kong


BP #7: Run virtual meetings like events with a managed lifecycle

Act

ivit

ies

Pre Start During End Between

--Review discussion items to focus on disagree-ment

--Assign agenda items

--Rotate team facilitation

--Visible timelines & progress tracking

Recreate feeling of inclusiveness

Member check-in through voting, IM, posting, application-sharing, & verbal discussion

Clear allocation of action items, meeting minutes posted rapidly

Visibly ensure follow-up with discussion threads, progress tracking, & postings


EN

TH

US

IAS

M L

EV

EL

TEAM LIFECYCLE

BP #8: Frequency and Nature ofVirtual Meetings Depends On…


How to lead Far-Flung Teams?

Virtual means hands-off leadership


BP #9: Far-Flung Team LeadershipCommunication-Intensive

Leaders Members

Frequent 1-on-1Check-ins

1-on-1 mentordiscussions

Establish teamcommunication norms

Closely monitor &intervene


BP #10: Trust is built through…

Clearly Specified (& Visible) Timelines and Tasks

Individual Accountability


BP #11: Trust is built through…

Establishing CommunicationProtocols Early

(and being flexible)


BP #12: Motivate Through Inclusion

Structure “inclusion activities” during virtual meetings (e.g., balloting)

Ensure everyone talks Encourage voluntarism & creativity as

motivators for inclusion Recognize contributions Share: hobbies, rewards, life concerns


BP #13: Create Interdependent Sub-teams


PEOPLE

PROCESS

TECH.

STRUCTURE

Framework forManaging Far-Flung Team Challenges

STRATEGY

• Corporate policies that support virtual teams• Structuring and leveraging sub-teams• Executive stewardship

of virtual teams

• Picking the people for the team• Leadership for virtual teams

• Establishing norms to work together• Creating common procedures• Planning & conducting virtual • meetings

• Using technology for persistent collaboration• Technology & group processes• Demonstration of software use

• Chartering virtual teams• Challenges of virtual teams


Conclusion

• Far Flung Teams require a special culture in which knowledge management & knowledge sharing are paramount