Virtual Teams – Creating a Global Explosion of Productivity and Profits

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Apr 1, 2002

Almost every business journal includes at least one article referencing "global" or "virtual" teams. This can mean a core group of managers directing remote operations from a centralized location, or geographically-dispersed workteams operating within a decentralized management structure. Despite the fact that these management styles are often discussed collectively, they are actually very different.

I have personally worked in both of these environments, as well as local teams in which all members were literally "under the same roof." Despite the common belief that successful projects require face-to-face interaction, my most productive and cohesive teams were those that were decentralized across countries and time zones. In contrast, members of centralized teams seemed to spend most of their energies "pushing back" on the top-down edicts; valuable time and intellectual resources were wasted hindering - rather than achieving - project success.

Given my positive experiences with decentralized, virtual teams, I can't help but question why:

So many corporate leaders are uncomfortable unless they are working in close proximity to their team members.
Project managers are afraid to reach beyond time zones and cultures to create fully global programs.
The phrase virtual team conjures up images of disjointed, disparate workgroups for so many people today, when - back in medieval times - virtual actually meant "powerful."

But how does a manager break out of a "central core group" mindset and begin to create a productive, profitable virtual team? While the tactical elements may vary for each situation, the overall strategic approach is no different whether a team is spread out over 10,000 square feet or 10,000 miles. You must (a) create an extended community, (b) identify a business vision, and (c) share your passion.

Create an Extended Community

An effective team brings together a diverse group of people to achieve a shared goal. Like any well-rounded community, the strength of the team will be measured by the diversity of perspectives and the balance created to service the various wants and needs of each member. Successful teams must trust each other to participate as a part of the whole. Each team member, in all likelihood, represents a different community faction: a country, a functional group, or an external partner. Team members are expected to communicate in both directions. They need to share the business unit's objectives and challenges with the other team members, as well as promote the mission and actions of the team back to their constituency.