Readers of this site may be interested to know that I have recently established a consultancy business to help organisations get the most from their Virtual Teams. The company is called Ulfire The web address is www.ulfire.com.au
Major services offered are;
Please feel free to visit the site, it also houses a number of publications I have written or contributed to and a blog section.
I often come across organisations that have jumped into virtual team execution for their project and wonder why they get into problems during execution. Typically the problems are things they have never encountered before and often they leave the organisation emotionally and corporately scared from the experience.
I have heard comments like “They (the other office) are all liars”, “They just don’t get what we need”, “Their quality is all wrong” and similar, with the result being that the individuals and the organisations decide that it is all too difficult and they will revert to single office execution with all of the issues that entails, on the belief that they at least understand these local issues.
The sort of comments I have quoted above, and they are all actual comments, though paraphrased here, reflect a fundamental lack of planning and understanding of what is actually needed to make virtual teams work, but human nature being what it is tends to make us look external for a place to assign blame when problems occur — it is always “someone else” fault. But it does not have to be, with some real planning and using drawing on the right experience, plus the patience to learn on the run, virtual teams execution can be a productive, fruitful and, dare I say it, enjoyable experience.
To start to get virtual team execution right you need to go back to basics and deal with some fundamental, foundation issues such as;
- Why am I using a virtual team?
- Is my organisation set up to get the best from virtual teaming?
- Does my organisation support virtual teams?
- Do my personnel believe in virtual teams?
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