virtual teams and online community leadership

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virtual teams and online community leadership
debbie lawley, willow transformations and karen
eden, oracle
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global working, high tech company, Orange
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global leadership research

• Global leaders are faced with the paradox of
  leveraging benefits of scale, building an
  integrated consistent global culture or brand and
  facilitating learning and innovation on a
  worldwide scale whilst being sensitive to local
  differences. The increased scale of operating
  internationally presents further difficulties.
  Leaders need to learn the art of motivating,
  engaging, collaborating, networking and
  communicating through virtual methods, not just
  face-to-face. Different national and business
  cultures, employment market conditions, legal
  requirements, time zones and languages create
  further challenges for leaders. The environment
  they operate in is increasingly interconnected
  and unpredictable and socio-political and
  economic events in one part of the world resonate
  to others. An increased focus on corporate social
  responsibility adds further pressure'

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context

• increasingly complex organisational environment
  more relationships to manage
• drive to understand customer behaviour and needs
  better
• increasing technological complexity to master
• increasing competition drives need for faster
  decision making, learning from experience and
  innovation, learning faster

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changing work patterns

• dynamic and transient
• virtual teams come and go with need
• people can participate in a virtual team, be in
  their own team and lead a virtual team all at
  the same time

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work group types
Project-based work groups frequently include non
co-located members so more effort is required to
support collaboration
Groups that are always co-located can cope with
fewer supporting management practices and
formalised communication channels.
Completely virtual teams and projects must be
supported by good management practice and
supporting systems to be effective
Low
High
Collaborative difficulty
Project based working
Steady state work groups
Completely virtual projects and work groups
contact
contact
(Will vary over time but only little)
Varies when in different functions some not
co-located
Some contact face to face but mostly virtual
Time
Time
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a framework for virtual team workingthe 7
challenges of virtual teams
There are techniques in managing teams that
become acutely important in a virtual setting due
to the ease of miscommunication across company
and cultural boundaries as well as competing
priorities. .
team and team design
building and maintaining trust
virtual teams
virtual leadership
dealing with cultural differences
mastering technology and organisational support
effective communication
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guide to virtual team management
challenges and working practises for virtual
teams from Warwick Business School, Orange and
other forward thinking companies
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contents
slide
slide
task and team design
dealing with cultural differences
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50
effectivecommunication
mastering technology
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57
developing andmaintaining trust
organisational support
29
67
virtual leadership
41
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task team design
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task team design
creating a virtual team isnt as easy as pulling
together a traditional face-to-face team
without the usual organisational boundaries to
serve as parameters virtual teams need to be
carefully designed for maximum effectiveness
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task team design

• summary
• challenge 1
• right team, right purpose
• guidelines and top tips
• draft purpose first
• choose the right team
• invest in the team
• create a team identity
• challenge 2
• how will it work?
• guidelines and top tips
• set expectations
• roles and responsibilities
• local champion
• career development
• define ownership requirements

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collaborative training program

• virtual team management workshops
• community coaching
• advisory and coaching support in using
  collaborative technologies
• knowledge diagnostics
• use of stories
• role models
• mentors
• virtual team diagnostics and improvement programme

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IBU Organizational Framework
INDUSTRIES
INSIGHT
Health Sciences
Manufacturing Distribution
Financial Prof Services
Comms, Media Utilities
Public Sector
Insight
NAS
LAD
EMEA

JAPAC
Industries, Applications, Services, OnDemand
Marketing, Technology Marketing Sales Support
Programs and Business Development
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Role of Community
Bottom-up
Topdown
Governance and Direction
INFLUENCE STRATEGY
STRATEGY
Industry Boards
Competency and Skill Development
Professional community
Professional community
Professional community
BEST PRACTICE SHARING INNOVATION
DEVELOP KNOWLEDGE COMPETENCY
Execution
EXECUTION
LEARNING
Projects
Projects
Projects
Projects
Projects
Projects
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Global Community Structure Roadmap
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Community Benefits

• Rapid formation and deployment owing to their
  fluidity
• Aggregates resources when scarce
• Support Global collaboration and Local execution
• Collaborative learning environment beyond
  informal networks
• Catalyst to develop competency for the delivery
  of knowledge and know how
• Competency cohesion
• Span beyond organisational boundaries to deliver
  business goals
• Supplement organisational projects and
  initiatives through good practice sharing
• Comfortable place during times of extensive
  organisational change
• Integrated bottom up and top down development
  approach

X Functional Development Marketing Field
Sales Consulting Partners ADS
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Lessons Learned
Communications with common language essential
through influence network
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guide to virtual working
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a framework for virtual team workingthe 7
challenges of virtual teams

• 30 minutes discussion in groups
• Which are the key challenges to working
  virtually?
• How can organisations develop Virtual Leaders to
  lead highly diverse teams to succeed in the two
  emerging markets of India and China?

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