Publication DateSpring 2015
AbstractIt’s hard enough to get people who are co-located onto the same page.
Add to that the complexity of multiple regions, varying cultures, and
virtual communication that characterize globally dispersed teams, and
the demands placed on leaders can quickly multiply. Not surprisingly,
participation in and management of globally dispersed teams comes with
its own unique opportunities and challenges. Globally dispersed teams
allow organizations to garner talent from around the world, have greater
cost flexibility, and can bring diverse perspectives to the table. On
the other hand, they must overcome a greater likelihood of communication
breakdowns, lack of collaboration, dissimilar work processes, and
difficulty building trust and cohesiveness. In response, we embarked on
our own investigation of what makes globally dispersed teams –
specifically in the software development industry – high performing.
Drawing from real-world examples, we will propose 3 key areas that HR
professionals should hone in on to ensure that globally dispersed teams
remain engaged, collaborative, and focused on common goals.
"How Can Software Development Companies Build Engagement to Common Goal" by Greg Bartlomiejczuk and Nicholas Born