1. The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian
Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included
in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any
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Building Strong Virtual
Teams
Olivier Serrat
2015

2. On Organizing
Organizing is a key activity in life and organizations are its
most visible manifestation. An organization happens when
people come together and match up with commitment
and trust. So, why exactly do people form groups?
People try to accomplish with others what they cannot do
alone.
Apart from the anticipated social, political, economic, and
cultural benefits of cooperation, a principal stimulus of
organization is competition; after all, if resources were
unlimited the need to organize would be minimal.

3. Define: Team
At its best, a team is a cooperative unit of interacting
individuals who are committed to a common purpose on
tasks; endowed with complementary skills, for instance, in
technical competence, problem-solving ability, and
emotional intelligence; and who share interdependent
performance goals (with indicators and deadlines) as well as
an approach to work for which they hold themselves
mutually accountable.

4. On Team Chemistry
When they are effective, teams are typified
by intelligibility of purpose, trust, open
communication, clear roles, the right mix of
talent and skills, full participation, individual
performance, quality control, risk taking,
collective delivery of products and services,
an appropriate level of sponsorship and
resources, and (ideally) balanced work–life
interactions. Their stages of development
are likely universal: All groups develop in five
stages beginning with membership, working
through subgrouping, confrontation, and
differentiation to the more effective form of
shared responsibility.

5. The Advent of Virtual Teams
Thanks to globalization and, chiefly, the advent of the internet,
unusual teams have emerged: they span private homes, hotel
rooms, far-flung offices, and electronic workspace. Indeed,
their members may never meet face-to-face.
In virtual teams, knowledge workers can balance work and
leisure and link with more people; with virtual teams,
organizations can tap wider talent pools and cut real estate
costs.
However, the distinct configurations of virtual teams raise
unique challenges for managers, to which literature and
practice are only just beginning to pay attention.

6. Virtual and Face-to-Face
Team membership is fixed.
All team members are
drawn from the
organization.
Team members are
dedicated full-time to the
team.
Team members are co-
located organizationally and
geographically.
Teams have fixed starting
and ending points.
Teams are managed by a
single manager.
Team membership shifts.
Team members can include people
from outside the organization.
Most team members are members of
multiple teams.
Team members are distributed
organizationally and geographically.
Teams form and reform continuously.
Teams have multiple reporting
relationships with different parts of
the organization, and often with other
organizations, at different times.
From
To

7. The Challenges of Virtual Teaming
It is vital that virtual teams should enjoy the same (or
higher) critical foundations as effective face-to-face
teams. Denied face-to-face interaction, they must
overcome the obstacles associated with time, distance,
organization, and culture. Seven critical success factors
can be identified, each calling for dedicated
organizational policies, strategies, and partnerships,
including their design, implementation, results, and
associated business processes: (i) human resource
management; (ii) learning and development; (iii)
organizational culture; (iv) information management
systems; (v) electronic communication and
collaboration technologies; (vi) leadership; and (vii)
team leader and team member competencies.

8. Virtual Challenge No. 1
Human Resource Management
• Human resource management must resonate with virtual
knowledge workers and deal with unique issues such as
visibility in the organization, career options, and paths to
advancement. Virtual staff need to feel they are on a par
with other workers in the organization and that their
different personal and work circumstances are
understood. Human resource management must
overcome the perceived natural advantage of in-house
employees, with possible implications for organizational
design. Lack of a sense of belonging can show up in
human resource indicators, such as low morale and
retention.

9. Virtual Challenges No. 2 and No. 3
Learning and Development
• Modern organizations must commit to, and make resources
available for, training and other ongoing learning
development activities focused on working in a virtual
environment. They must also educate all employees, not
just virtual employees, in virtual team culture.
Organizational Culture
• Leadership and organizational commitment must recognize
that virtual teaming is fast becoming a preferred way of
working. Recognition entails promoting virtual teaming and
rewarding and recognizing team members who lead and
participate in virtual teams.

10. Virtual Challenge No. 4
Information Management Systems
• New management, measurement, and control systems
must be designed. The workload tracking and
management systems that are required in a virtual,
matrixed world differ from those used in conventional
organizations. Details of work assignments must be made
available more widely so that data and information
gathered in one place for one purpose can be used in
another for other purposes as well as up and down the
management chain for planning and decision making.
Workload tracking and management systems must evolve
to span all the work performed both in and out of a
department.

11. Virtual Challenges No. 5 and No. 6
Electronic Communication and Collaboration Technologies
• For virtual teams to work effectively, members from all
geographic and functional areas need access to a standard
set of electronic communication and collaboration
technologies.
Leadership
• Management must recognize that virtual teaming is fast
becoming a preferred (and useful) way of working. Cross-
functional management teams must be established to
handle and resolve the complex, cross-functional, and
virtual issues that virtual teams deal with. Management
system flaws in decision making must be resolved if virtual
projects are to succeed.

12. Virtual Challenge No. 7
Human Resource Management
• Team leaders must see themselves as critical to facilitating
the team's success, with a particular role in bringing the
team closer together and building the interpersonal
relations its members need to succeed. Just as
importantly, team members must be proficient in the use
of interactive technologies—working across time,
distance, organization, and culture with sensitivity to
project and time parameters—and able to network.

13. Building Trust
Shared
culture, social
context, and
values;
physical
proximity;
information
exchange; and
time foster
trust. These
conditions are
not met in the
context of
virtual teams.
In a virtual environment, trust is based
more on (ability and) delivery of tasks
than on interpersonal relationships.
Members of virtual teams need to be
sure that others will behave in a
consistent, predictable manner and fulfill
their obligations with competence and
integrity. Trust is a much more limiting
factor in virtual teams, compared with
face-to-face teams. Therefore, it is
helpful to recognize its typologies. The
range covers deterrence-based trust,
calculus-based trust, knowledge-based
trust, and identification-based trust.

14. Building Knowledge-Based Trust
Knowledge-based trust is the prerequisite that virtual
teams should aim to establish. Unlike deterrence-based
trust and calculus-based trust, it is founded on
information, not control. To build knowledge-based trust,
it is essential to ask effective questions; generate clear
and concise objectives, including a project
implementation plan; talk (and walk) the talk; build tell-
and-ask patterns; and enable the free flow of data and
information for constant, consistent, concerned, and
concrete discussion, including the development of
communication and meetings protocols.

15. New Management Mind-Sets
Face-to-face is the best
environment for interaction
and anything else is a
compromise.
Collaboration is what happens
when teams interact at a fixed
time and in a fixed space.
Being people-oriented is
incompatible with using
technology.
When the communication
process breaks down, blame
the technology.
Learning to manage virtual
teams is about learning how to
use the technology.
Different kinds of environments can
support high-quality interaction.
What matters is how you use them.
Collaboration happens in an ongoing,
boundaryless way.
Using technology in a people-oriented
way is possible and desirable.
When the communication process
breaks down, evaluate management
and interaction strategies, not just the
technical tool.
Learning to manage virtual teams is
about understanding more about
teams and the collaboration process.
From
To

16. Further Reading
• ADB. 2008. Managing Knowledge Workers. Manila.
www.adb.org/publications/managing-knowledge-workers
• ——. 2009. Working in Teams. Manila.
www.adb.org/publications/working-teams
• ——. 2009. Social Network Analysis. Manila.
www.adb.org/publications/social-network-analysis
• ——. 2009. Building Networks of Practice. Manila.
www.adb.org/publications/building-networks-practice
• ——. 2009. Collaborating with Wikis. Manila.
www.adb.org/publications/collaborating-wikis
• ——. 2009. Managing Virtual Teams. Manila.
www.adb.org/publications/managing-virtual-teams

17. Videos
• ADB. 2012. Working in Teams. Manila. vimeo.com/67624311

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