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“Virtual Team Improvement”in Infineum IT
29 April 2009
Wayne Robertson
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Agenda
Case for Action
Overview of Infineum IT’s Virtual Team Effectiveness Initiative
Training Overview
Is it working? Results to Date and Next Steps
Bottom Line: Can virtual team effectiveness be improved via a focused training program and commitment to change behavior?
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Case for Action
IT department quick facts 80 colleagues and 25 contractors in IT 7 locations in 7 countries IT services used at 25 sites by 1600 colleagues worldwide
Infineum Organizational Effectiveness strategy …Enable colleagues to be the best…
Examples: provide training...coaching…remove roadblocks...provide a soundingboard...develop leadership
IT Management perceived an opportunity to improve team effectiveness Geographic dispersion of IT colleagues Working on global cross-functional projects Some frustration sensed – variable team performance
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Overview of Virtual Team Effectiveness Initiative
Engaged with external consultant in 4Q07 UK-based Global Integration www.global-integration.com, www.lifeinamatrix.com CEO is Kevan Hall, author of “Speed Lead”
Approach Hold Focus Group Discussions (3 locations, 25 colleagues) Issue a “diagnostic” to probe the weaknesses Carry out 2 day F2F training exercises (4Q08)
Diagnostic Findings High stability – has positives but can lead to rigidity in terms of innovation,
willingness to rotate roles, silo behavior See ourselves as reactive Over-reliance on travel to get things done Lack of knowledge retention and sharing Issues with communication technology
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Training Overview
Training Modules Building “community” – membership, purpose /
role, kick-off meetings Trust & cooperation Communicating – using the right tool Control – remote coaching exercise Culture – awareness and adaptation Continuous development – personal learning audit Tips (email, meetings, web conferencing, etc.)
Exercises, Tools, and Take-aways Examples on following slides
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Exercises
Practice coaching in virtual teams
Develop a “Community LevelAgreement”
Overcome “motivation decay”
etc.
Mo
tiva
tio
n
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Tools – Personal Learning Audit
© 1999-2009 Global Integration; reproduced with permission
How many other organizations have you visited in the past 12 months (not sales visits)?
How many trade association meetings do you attend?
How many conferences have you attended this year?
How many external training programs have you attended?
Do you know who are the current world authorities in your field?
Have you spoken to them, seen them, read their books?
Have you tried out any of their ideas?
How do you keep up to date on new developments?
Which business schools or universities are most active in your field? Have you visited them?
etc…. … …. ….
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Tools
© 1999-2009 Global Integration; reproduced with permission
Use the rightcommunicationtool for the job
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Take-aways (sample)
Build trust based on mutualityand responsibility
Manage Your Reputation
Think: S O A RSincere Open Acceptance Reliability
Build plan for reinvigorating the
team!
Build plan for reinvigorating the
team!
Model the desired behavior
Model the desired behavior
Slow down to go faster!
Slow down to go faster!
WHYbeforeHOW
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Results to Date
Training was viewed as successful with 63% rating as “excellent”
Trying to change behaviors and put the learnings into practice
Corporate collaboration initiative (leveraging SharePoint) andUnified Communicationsprojects under way
Significant re-org of ITin process, combiningand creating teams, breaking down silos
Behavior changetakes time
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Next Steps
Important to maintain momentum Reinforce key messages and themes Issue mementos and reminders
Leaders must model the desired behaviors!
Assess impact towards the end of 2009
Potentially expand with other Infineum groups
Consider reading “Where In The World Is My Team?” by Terence Brake
Parable format; virtual teams in a post-web 2.0 world