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1 Team Case Analysis Student Full Name Institutional Affiliation Course Full Title Instructor Full Name Due Date

2 Managing High-Performance Virtual- Remote- Telecommunicating Teams Business Case is about “Virtual” HD Teams evolving in the Business of one of Today’s Fastest Growing Global Companies. It focuses on virtualizing teams to leverage areas where the company has not been able to or willing to invest enough resources before (Prokesch, 2009). Specifically, it concerns the need to deliver high-performance organizations and the increased value of “virtual” teams. Specifically, it is on how organizations are using virtual teams for the following reasons: -1. To engage their existing employees; -2. To create more efficient, higher-performance working organizations; -3. To change how their employees work and interact; -4. To make business more efficient by teaming up with other companies within their industries and sectors Critical Issues a. Culture and Values of the Team; b. Communication, Trust, Conflict, and Political issues between Virtual and Traditional Teams; c. Cost of Living in the Virtual Work Environment. These issues are assessed and evaluated to provide three broad options for the global company. Identification of Alternatives for each Key Managing High-Performance Virtual- Remote- Telecommunicating Teams Critical Issues a. Alternative 1: Create a “Virtual” Team with an Effective Culture; b. Alternative 2: Establish better Communication between Traditional and Virtual Teams, Collaborate, Share Information and Play Key Roles in Decision Making;

3 c. Alternative 3: Develop a better Process for Virtual Team Selection, Manage Projects with Flexibility and Adaptation, and Boost Team Effectiveness with Regular Events/Meetings/Mastery updates, etcetera. Evaluation of Alternatives for each Key Managing High-Performance Virtual- Remote- Telecommunicating Teams Critical Issues a. Alternative 1: “Virtual” Team Members Create the Culture; Using the “virtual” team members, create a culture that can be replicated and transferred to future virtual team members. Having a functional “Virtual” Team also helps to make the work easier and better in its execution. b. Alternative 2: “Virtual” Team Members Share Information and Play Key Roles in Decision Making; Better Communication between Traditional and Virtual Teams, Collaborate, Share Information and Play Key Roles in Decision Making – Processes are set up to improve communication between traditional team members and “virtual” team members (for example regular meetings) so that both parties understand each other better c. Alternative 3: Create a better Process for Virtual Team Selection, Manage the Project with Flexibility and Adaptation of the Project from Whole to Part, and Boost Team Effectiveness with Regular Events/Meetings/Mastery updates, etcetera. Here, virtual team members are drawn from a larger pool of potential candidates. As opposed to transferring the culture (if it is an existing company culture), this option takes the company’s existing culture and blends it with other cultures. Recommended Course of Action for each Key Managing High-Performance Virtual - Remote - Telecommunicating Teams Critical Issues a. Alternative 1: Create a “Virtual” Team with an Effective Culture; b. Alternative 2: Establish better Communication between Traditional and Virtual Teams, Collaborate, Share Information and Play Key Roles in Decision Making;

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4 c. Alternative 3: Develop a better Process for Virtual Team Selection, Manage Projects with Flexibility and Adaptation, and Boost Team Effectiveness with Regular Events/Meetings/Mastery updates, etcetera. Implementation and execution plan for each Key Managing High-Performance Virtual - Remote - Telecommunicating Teams Critical Issues a. Alternative 1: Create a “Virtual” Team with an Effective Culture; This can be done by leveraging existing processes and building upon them; b. Alternative 2: Establish better Communication between Traditional and Virtual Teams, Collaborate, Share Information and Play Key Roles in Decision Making (Yadav et al., 2017); This can be done by leveraging existing processes – for example, building on each other’s strengths to create a better understanding of how to work together; c. Alternative 3: Develop a better Process for Virtual Team Selection, Manage Projects with Flexibility and Adaptation, and Boost Team Effectiveness with Regular Events/Meetings/Mastery updates, etcetera. The relevant lessons learned a. Lessons learned from the Effective Corporate Culture of the Company. The company is well known for its high-performance culture and personnel development program. b. Lessons learned from past experiences of “Virtual Teams” in other parts of the world (for example, Australia, South Africa, United Kingdom etcetera) where they have used “virtual teams” successfully and what worked on a global level and what didn’t work on a global level (Nicoletti, 2017). c. Lessons learned on Communication, Trust, and Conflict between Virtual and Traditional Teams. The most relevant best practices and best practice case studies.

5 a. These can be drawn from other countries where “Virtual Teams” have already been used for companies and how they were implemented and what worked on a global level, and what didn’t work on a global level. b. These can be drawn from the experience of similar companies within their industries and sectors. c. These can be drawn from experiences of using this model to hire virtual teams for companies in general. Conclusion In conclusion, Managing High-Performance Virtual- Remote- Telecommunicating Teams Business Case Study provides a professional reference of the institution analyzed and depicts individuals who are willing to improve their performance through managing high- performance virtual, remote and telecommunicating teams and what they can do to get there. Even though there is a market trend that “Virtual Teams” will be used more and more for companies to manage high performance and thus decrease costs at the same time, this is not without its challenges because, as we all know, it’s not easy to take employees from different countries/cultures along with their different values and beliefs. This will make it more challenging to create a common culture between traditional teams and virtual teams.

6 References Nicoletti, B. (2017). Optimizing innovation with the lean and digitize innovation process. Technology Innovation Management Review , 5 (3). https://timreview.ca/article/879 Prokesch, S. (2009). How GE Teaches Teams to Lead Change. HBR. https://hbr.org/2009/01/how-ge-teaches-teams-to-lead-change Yadav, O. P., Nepal, B. P., Rahaman, M. M., & Lal, V. (2017). Lean implementation and organizational transformation: a literature review. Engineering Management Journal , 29 (1), 2-16. https://www.tandfonline.com/doi/abs/10.1080/10429247.2016.1263914

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