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© Malhotra & Majchrzak 2005
Dr. Arv MalhotraThe Kenan-Flagler Business School
The University of North Carolina at Chapel [email protected]
SIM WISCONSIN CHAPTERSIM WISCONSIN CHAPTER
Leading, Leveraging & Managing Leading, Leveraging & Managing Far-Flung TeamsFar-Flung Teams
© Malhotra & Majchrzak 2005
Agenda for the TalkAgenda for the Talk
Examples of Far-Flung Teams Technology-Use Practices of Far-Flung
Teams Leading Far-Flung Teams Managing Far-Flung Team Process
© Malhotra & Majchrzak 2005
Example: Telecom Infrastructure Provider
AIM: Global Demand and Supply Planning
Leading CustomerLeading CustomerGermanyGermany
Component Supplier Component SupplierGermanyGermany
Global Logistics GroupGlobal Logistics GroupOklahomaOklahoma
ProductionProductionOhioOhio
Corporate HQCorporate HQNJNJ
© Malhotra & Majchrzak 2005
Example: Wireless Devices Manufacturer
AIM: Test New Products (Pre-Launch) in Global Market
Marketing GroupMarketing GroupBrazilBrazil
Hong KongHong KongMarketing GroupMarketing Group
Hong KongHong KongMarketing GroupMarketing Group
Marketing GroupMarketing GroupU.K.U.K.
Design Engineering GroupDesign Engineering GroupTexasTexas
© Malhotra & Majchrzak 2005
Design Engineering Group Design Engineering Group
Customer’s New MarketCustomer’s New MarketMexicoMexico
BrazilBrazil
Customer’s Main OfficeCustomer’s Main OfficeU.K.U.K.
Design Engineering Group Design Engineering GroupGermanyGermany
Customer’s Main OfficeCustomer’s Main OfficeU.S.U.S.
Design Engineering Group Design Engineering GroupU.S.U.S.
Example: Automotive Engine Manufacturer
AIM: Design New Engine for a New Market for the customer
© Malhotra & Majchrzak 2005
Example: Electronics Manufacturer
AIM: Develop a Global Standard Processes for the Co.
TokyoTokyo
BangaloreBangalore
ItalyItaly
BerlinBerlinCambridgeCambridge
BostonBoston
MontrealMontreal
U.S. WestU.S. West
© Malhotra & Majchrzak 2005
SAMELOCATION
REGIONALLYDISTRIBUTED
GLOBALLYDISTRIBUTED
SAMEFUNCTION
SAMECOMPANY
VALUECHAIN
GEO
GR
APH
IC S
CO
PE
TEAMSTEAMS
VIRTUALTEAMS
VIRTUALTEAMS
FAR-FLUNGTEAMS
FACE to FACE
PURELYVIRTUAL
Far-Flung Teams:Virtual Teams Version 10.0
MEMBERSHIP
© Malhotra & Majchrzak 2005
“Communications challengedCommunications challenged” most work/interaction through electronic media different kind of discipline needed
“Culturally challengedCulturally challenged” different countries, functions, companies
“Task challengedTask challenged” uncertainty in content of outcomes, uncertainty in processes, tough to coordinate because of team size, # languages, # time zones
Challenges of Far-Flung TeamsChallenges of Far-Flung Teams
© Malhotra & Majchrzak 2005
Far-Flung Teams: The Key BenefitsFar-Flung Teams: The Key Benefits
If working in a far-flung “virtual” mode is so challenging then why do it?
© Malhotra & Majchrzak 2005
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 ObjectivesFar-Flung Teams: Top 5 ObjectivesFar-Flung Teams: Top 5 Objectives
© Malhotra & Majchrzak 2005
Technology Enabling Far-Flung Teams:Technology Enabling Far-Flung Teams:Points to PonderPoints to Ponder
Technology Enabling Far-Flung Teams:Technology Enabling Far-Flung Teams:Points to PonderPoints to Ponder
E-Mail is Be All End AllE-Mail is Be All End All
Rest is Just Fancy ShmancyRest is Just Fancy ShmancyE-Mail is Be All End AllE-Mail is Be All End All
Rest is Just Fancy ShmancyRest is Just Fancy Shmancy
Things Could Be a Whole Lot BetterThings Could Be a Whole Lot Better
with Video-Conferencing with Video-Conferencing Things Could Be a Whole Lot BetterThings Could Be a Whole Lot Better
with Video-Conferencing with Video-Conferencing
One or two “all team” audio-conference sessions One or two “all team” audio-conference sessions are more than enoughare more than enough
One or two “all team” audio-conference sessions One or two “all team” audio-conference sessions are more than enoughare more than enough
Face-to-face meetings Face-to-face meetings are requiredare required for for brainstorming brainstorming
Face-to-face meetings Face-to-face meetings are requiredare required for for brainstorming brainstorming
© Malhotra & Majchrzak 2005
InstantMessaging Electronic
Discussion Threads
TeamKnowledgeRepository
MeetingScheduler
Templates
Web Conferencing
AudioConferencing
VirtualWorkSpace
VirtualWorkSpace
Syn
chro
nous
Inte
ract
ions
Syn
chro
nous
Inte
ract
ions
AsynchronousInteractions
AsynchronousInteractions
Project SchedulingTool
Simulating Reality:Simulating Reality:Building a “Virtual Workspace”Building a “Virtual Workspace”
Simulating Reality:Simulating Reality:Building a “Virtual Workspace”Building a “Virtual Workspace”
© Malhotra & Majchrzak 2005
0% 20% 40% 60% 80% 100%
Videoconference
SynchronousApplication Sharing
ElectronicWhiteboards
Instant Messaging
KnowledgeRepository
Audioconferencing
Technology-In-Use in Far-Flung TeamsTechnology-In-Use in Far-Flung Teams
% teams using the technology
© Malhotra & Majchrzak 2005
Technology Enabling Far-Flung Teams:Technology Enabling Far-Flung Teams:Best PracticesBest Practices
Technology Enabling Far-Flung Teams:Technology Enabling Far-Flung Teams:Best PracticesBest Practices
E-Mail is Be All End AllRest is Just Fancy Shmancy
E-Mail is Be All End AllRest is Just Fancy Shmancy
One or two “all team” audio-conference sessions are more than enough
One or two “all team” audio-conference sessions are more than enough
Most successful far-flung teams banned use ofE-mail for team communications
Most successful far-flung teams banned use ofE-mail for team communications
Audio-conferencing is the lifeblood of all highlysuccessful far-flung teams
Audio-conferencing is the lifeblood of all highlysuccessful far-flung teams
(SLICE team @ Boeing-Rocketdyne had 74 sessions in 9 months)
© Malhotra & Majchrzak 2005
Technology Enabling Far-Flung Teams:Technology Enabling Far-Flung Teams:Best PracticesBest Practices
Technology Enabling Far-Flung Teams:Technology Enabling Far-Flung Teams:Best PracticesBest Practices
Things Could Be a Whole Lot Betterwith Video-Conferencing
Things Could Be a Whole Lot Betterwith Video-Conferencing
Face-to-face meetings are required for brainstorming
Face-to-face meetings are required for brainstorming
Teams found web-conferencing (audio + application sharing more useful)
Teams found web-conferencing (audio + application sharing more useful)
Far-flung team found electronic brainstorming (ifdone correctly) much more productive
Far-flung team found electronic brainstorming (ifdone correctly) much more productive
© Malhotra & Majchrzak 2005
Acti
vit
ies
Pre Start During End Between
Review discussion items to focus on disagree- ment
Assign agenda items
Rotate meeting facilitation
Refocus on timelines & progress tracking
Review discussion items to focus on disagree- ment
Assign agenda items
Rotate meeting facilitation
Refocus on timelines & progress tracking
Create feeling of team as a social entity
Create feeling of team as a social entity
Keep everyone engaged Check-in through voting, IM Application sharing & verbal discussion CONVERGE
Keep everyone engaged Check-in through voting, IM Application sharing & verbal discussion CONVERGE
Clear allocation of action items Meeting minutes posted rapidly
Clear allocation of action items Meeting minutes posted rapidly
Visibly ensure follow- up with discussion threads Update timeline & progress tracking
Visibly ensure follow- up with discussion threads Update timeline & progress tracking
Running Audio-conference Meetingsas Managed Events
Running Audio-conference Meetingsas Managed Events
© Malhotra & Majchrzak 2005
EN
TH
US
IAS
M L
EV
EL
TEAM LIFECYCLE
Audio-conference Meetings:Letting the Lifecycle Guide Frequency & Content
Audio-conference Meetings:Letting the Lifecycle Guide Frequency & Content
Zone 1:Building Team SpiritMedium Frequency
Zone 2:Conflict ResolutionHigh Frequency
Zone 3:Converging Ideas Low to Medium Frequency
© Malhotra & Majchrzak 2005
Know who contributed a piece of knowledge Know who contributed a piece of knowledge
11 Key Capabilities ofFar-Flung Team’s Knowledgebase
11 Key Capabilities ofFar-Flung Team’s Knowledgebase
Find specific entries contributed by specific individuals Find specific entries contributed by specific individuals
Identify historical connection between entries Identify historical connection between entries
Link external sources of knowledge to team’s knowledgebase Link external sources of knowledge to team’s knowledgebase
Find summary as well as detailed information Find summary as well as detailed information Link notes, multimedia info. and documents in the knowledgebase Link notes, multimedia info. and documents in the knowledgebase
Contains information about decision rationales that can be revisited Contains information about decision rationales that can be revisited
Attached keywords to the entries for later retrieval Attached keywords to the entries for later retrieval
View multiple entries simultaneously for comparison View multiple entries simultaneously for comparison
Inform team about changes to the knowledgebase Inform team about changes to the knowledgebase
Easily be able to change the identifiers on entries as knowledge evolves Easily be able to change the identifiers on entries as knowledge evolves
SOURCE: Majchrzak, Malhotra & John, 2005, Information Systems Research 16:1
© Malhotra & Majchrzak 2005
• Teams that used it swore by it• Why they loved it
Immediacy: expertise at hand Team visibility Water cooler Backchannel communications during
meetings (the Blackberry effect)• Downside: security & loss of discussion
content
Instant Messaging:A Technology Tool Whose Time Has Come
Instant Messaging:A Technology Tool Whose Time Has Come
© Malhotra & Majchrzak 2005
COORDINATIONCOLLABORATION
COORDINATION COLLABORATION
“The wrong approach”
“The successful far-flung way”
“making coordinationembedded”
“making collaborationeasier”
The “Virtual Workspace” Philosophy The “Virtual Workspace” Philosophy
© Malhotra & Majchrzak 2005
Leading a far-flung team is all aboutLeading a far-flung team is all aboutfinding the right people to work on the teamfinding the right people to work on the team
Leading a far-flung team is all aboutLeading a far-flung team is all aboutfinding the right people to work on the teamfinding the right people to work on the team
Leading Far-Flung Teams:Leading Far-Flung Teams:Point to PonderPoint to Ponder
Leading Far-Flung Teams:Leading Far-Flung Teams:Point to PonderPoint to Ponder
… so what are the characteristics of an ideal far-flungteam member?
© Malhotra & Majchrzak 2005
Broad Process AwarenessBroad Process Awareness
Deep
Fun
ction
al E
xpertise
Deep
Fun
ction
al E
xp
ertise
An Ideal Far-Flung Team MemberAn Ideal Far-Flung Team Member
© Malhotra & Majchrzak 2005
Cultural and functional sensitivity Ability to pick up subtle non-visual cues
Rich functional & geographical experiences Excellent verbal communicator Multi-tasker Technology savvy High ambiguity tolerant Willingness to make personal sacrifices
An Ideal Far-Flung Team MemberAn Ideal Far-Flung Team Member
© Malhotra & Majchrzak 2005
Far-flung team leadership means Far-flung team leadership means ““hands-off” leadership…hands-off” leadership…
Let the team manage itselfLet the team manage itself
Far-flung team leadership means Far-flung team leadership means ““hands-off” leadership…hands-off” leadership…
Let the team manage itselfLet the team manage itself
Leading Far-Flung Teams:Leading Far-Flung Teams:Points to PonderPoints to Ponder
Leading Far-Flung Teams:Leading Far-Flung Teams:Points to PonderPoints to Ponder
© Malhotra & Majchrzak 2005
An effective far-flung team leader leads by …
… walking the virtual hallways frequent one-on-one check-ins one-on-one mentor discussions
… establishing communication norms closely monitor that norms are being followed be flexible to change the norms that are not working
… motivating others through inclusion ensure all members are contributing & being heard
Leading Far-Flung Teams:Communication Intensive Style
Leading Far-Flung Teams:Communication Intensive Style
© Malhotra & Majchrzak 2005
Virtual meetings facilitatorVirtual meetings facilitator Team knowledge managerTeam knowledge manager Agenda maker and minutes takerAgenda maker and minutes taker RolodexerRolodexer Electronic discussion maintainerElectronic discussion maintainer Team progress (schedule) trackerTeam progress (schedule) tracker External presenter (written & verbal)External presenter (written & verbal)
Far-Flung Team Leadership:A Distributed Leadership StyleFar-Flung Team Leadership:
A Distributed Leadership Style
© Malhotra & Majchrzak 2005
Co
gn
itiv
e D
iver
sity
Behavioral Diversity
Peak Performance
Source: Majchrzak, Malhotra, et al., “Can Absence Make a Team Grow Stronger?” Harvard Business Review, May 2004
Leading by SimultaneouslyEncouraging and Controlling Diversity
Leading by SimultaneouslyEncouraging and Controlling Diversity
© Malhotra & Majchrzak 2005
He who talks the most, leads the least.
Leading is being anactive listener and passive controller
Defining Far-Flung Team LeadershipDefining Far-Flung Team Leadership
© Malhotra & Majchrzak 2005
TRUSTin traditional
settings
TRUSTin traditional
settings
EXPERTISEBASED
EXPERTISEBASED
SOCIALCUES
BASED
SOCIALCUES
BASED
Trust in Traditional TeamsTrust in Traditional Teams
© Malhotra & Majchrzak 2005
SOCIALCUES
BASED
SOCIALCUES
BASED
EXPERTISEBASED
EXPERTISEBASED
SWIFTTRUSTin far-flung
teams
SWIFTTRUSTin far-flung
teams
Trust in Far-Flung TeamsTrust in Far-Flung Teams
© Malhotra & Majchrzak 2005
Trust in Far-Flung Teams is built through…Trust in Far-Flung Teams is built through…Trust in Far-Flung Teams is built through…Trust in Far-Flung Teams is built through…
Establishing CommunicationEstablishing CommunicationProtocols EarlyProtocols Early
(and being flexible to change)
© Malhotra & Majchrzak 2005
Who schedules the virtual meetings (and when)? Who facilitates the meetings & and what is the general expectation from virtual
meetings? Who will attend the virtual meetings & what etiquettes will be followed? How agenda for virtual meetings will be developed & distributed? How team meetings’ minutes will taken & distributed? How often (and when) will virtual meetings be scheduled?
What are the expectations from team members between virtual team meetings? How will information be shared between team members? How information will be stored & retrieved via the knowledge repository?
What information (and how) will be provided to senior execs., business partners, and clients?
Who will provide this information (and when)?
RELATED TO VIRTUAL TEAM MEETINGSRELATED TO VIRTUAL TEAM MEETINGS
RELATED TO INFORMATION SHARING IN THE TEAMRELATED TO INFORMATION SHARING IN THE TEAM
RELATED TO EXTERNAL COMMUNICATIONRELATED TO EXTERNAL COMMUNICATION
Developing a Far-Flung Team Communication Protocol …
Adapted from: Mastering Virtual Teams by D.L. Duarte and N.T. Snyder
© Malhotra & Majchrzak 2005
Trust in Far-Flung Teams is built through…Trust in Far-Flung Teams is built through…Trust in Far-Flung Teams is built through…Trust in Far-Flung Teams is built through…
Clearly Specified (& Visible) Clearly Specified (& Visible) Timelines and Tasks +Timelines and Tasks +
Individual AccountabilityIndividual Accountability
© Malhotra & Majchrzak 2005
SwedenSweden
IndiaIndia
BrazilBrazil
ArgentinaArgentina
SUBTEAM A
SUBTEAM B
Building Trust:Creating Interdependent Sub-teams
Building Trust:Creating Interdependent Sub-teams
© Malhotra & Majchrzak 2005
SeniorExecutive
SeniorExecutive
SeniorExecutive
SeniorExecutive
SeniorExecutive
SeniorExecutive
SeniorExecutive
SeniorExecutive
TeamMemberTeam
MemberTeam
MemberTeam
MemberTeam
MemberTeam
MemberTeam
MemberTeam
Member
Team LeaderTeam Leader
FAR-FLUNG TEAM
STEERING COMMITTEE
Functional Expertise ALocation A
Functional Expertise BLocation A
Functional Expertise CLocation B
Functional Expertise DLocation C
Leading by Making the Virtual VisibleLeading by Making the Virtual Visible
© Malhotra & Majchrzak 2005
OUTPUTPERSPECTIVE
OUTPUTPERSPECTIVE
INDIVIDUALDIRECT
BENEFITS
INDIVIDUALDIRECT
BENEFITS
LEARNING &GROWTH
PERSPECTIVE
LEARNING &GROWTH
PERSPECTIVE
PROCESSPERSPECTIVE
PROCESSPERSPECTIVE
Measure ofFar-Flung
Team Success
Measure ofFar-Flung
Team Success
TEAM PERSPECTIVE
INDIVIDUAL PERSPECTIVE
Measuring Team Success:Using a Balanced Scorecard Perspective
Measuring Team Success:Using a Balanced Scorecard Perspective
© Malhotra & Majchrzak 2005
PEOPLE
PROCESS
TECH.
STRUCTURE STRATEGY
• Corporate policies that support far-flung teams• Structuring and leveraging sub-teams• Executive stewardship
of far-flung teams
• Picking the people for the team• Leadership for far-flung teams
• Establishing norms to work together• Creating common procedures• Planning & conducting virtual meetings
• Using technology for coordination & collaboration• Managing technology impact on group processes
• Chartering far-flung teams• Objectives of far-flung teams
Framework for Managing Far-Flung Teams Framework for Managing Far-Flung Teams
© Malhotra & Majchrzak 2005
Far-Flung teams require a Far-Flung teams require a special culture and special culture and
communication intensive communication intensive leadership that stresses leadership that stresses
managing & sharingmanaging & sharingknowledge by leveragingknowledge by leveragingcollaborative technologycollaborative technology
FINAL THOUGHTSFINAL THOUGHTS FINAL THOUGHTSFINAL THOUGHTS