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Far-flung Teams: Virtual Teams Version 10.0 Pitfalls and Best Practices. Dr. Arvind Malhotra Kenan-Flagler Business School The University of North Carolina at Chapel Hill [email protected] and Dr. Ann Majchrzak Marshall School of Business - PowerPoint PPT Presentation
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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
2004 Majchrzak and Malhotra
Agenda
What are Far-Flung Teams?
What challenges do such teams face?
Best practices of Far-Flung Teams
Strategic Intent
Technology Support
Leadership
Processes
2004 Majchrzak and Malhotra
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
2004 Majchrzak and Malhotra
Example: Telecom Infrastructure Provider
AIM: Global Demand and Supply Planning
Ireland
Germany
NJ
MAOH
OK
2004 Majchrzak and Malhotra
Example: Electronics Manufacturer
AIM: Improving New Design Processes
TokyoBangalore
Italy
BerlinCambridge
Boston
Montreal
Beaverton
2003 Majchrzak and Malhotra 2003 Majchrzak and Malhotra 2003 Majchrzak and Malhotra 2003 Majchrzak and Malhotra 2004 Majchrzak and Malhotra
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
2004 Majchrzak and Malhotra
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)
2004 Majchrzak and Malhotra
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
2004 Majchrzak and Malhotra
E-Mail is Be All End AllRest is Just Fancy Shmancy
BP #2: Successful Teams Ban theUse of email for Team Communications
2004 Majchrzak and Malhotra
What are the technology needs of FFT?
Things Could Be a Whole Lot Betterwith Video-Conferencing
2004 Majchrzak and Malhotra
% 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
2004 Majchrzak and Malhotra
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
2004 Majchrzak and Malhotra
A Virtual “Team Workspace”
InstantMessaging Discussion
Threads
Living Documents
Annotation
Templates
Web Conferencing
AudioConferencing Living
Room
Syn
chro
nous
Asy
nchr
onou
s
2004 Majchrzak and Malhotra
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”
2004 Majchrzak and Malhotra
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
2004 Majchrzak and Malhotra
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
2004 Majchrzak and Malhotra
Example: Telecom Equipment Mfr.
AIM: “Eating Your Own Dogfood”Best Practice: Webcams, I.M. “wildfire”
Texas
Brazil
U.K.
Beijing
Hong Kong
2004 Majchrzak and Malhotra
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
2004 Majchrzak and Malhotra
EN
TH
US
IAS
M L
EV
EL
TEAM LIFECYCLE
BP #8: Frequency and Nature ofVirtual Meetings Depends On…
2004 Majchrzak and Malhotra
How to lead Far-Flung Teams?
Virtual means hands-off leadership
2004 Majchrzak and Malhotra
BP #9: Far-Flung Team LeadershipCommunication-Intensive
Leaders Members
Frequent 1-on-1Check-ins
1-on-1 mentordiscussions
Establish teamcommunication norms
Closely monitor &intervene
2004 Majchrzak and Malhotra
BP #10: Trust is built through…
Clearly Specified (& Visible) Timelines and Tasks
Individual Accountability
2004 Majchrzak and Malhotra
BP #11: Trust is built through…
Establishing CommunicationProtocols Early
(and being flexible)
2004 Majchrzak and Malhotra
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
2004 Majchrzak and Malhotra
BP #13: Create Interdependent Sub-teams
2003 Majchrzak and Malhotra 2003 Majchrzak and Malhotra 2003 Majchrzak and Malhotra 2003 Majchrzak and Malhotra 2004 Majchrzak and Malhotra
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
2003 Majchrzak and Malhotra 2003 Majchrzak and Malhotra 2003 Majchrzak and Malhotra 2003 Majchrzak and Malhotra 2004 Majchrzak and Malhotra
Conclusion
• Far Flung Teams require a special culture in which knowledge management & knowledge sharing are paramount