One question that arises very frequently is around the size differences between a workforce for a co-located team and a virtual one, most particularly in a project space. Realistically, in... read more →
Following on from my recent post on the strategic planning and implementation process I would like now to consider the technique of scenario planning and where it fits in the... read more →
Expanding on the brief mention of the use of SWOT analysis in my earlier strategic planning post, following is a more comprehensive description of SWOT analysis, why you would use... read more →
Every organisation, whether for profit or not for profit, large or small needs a strategic plan, yet many either don't believe they need one, have one that has not been... read more →
Communication styles, by which I mean the individual's preferred or default manner of communicating, can have a great influence on their ability to be effective in communicating in virtual team... read more →
One of the first things to consider when setting up a new project in the modern working environment is how the team will be structured. Historically, it was simply a... read more →
One of the most demanding and complex tasks in a large virtual teams project is that of interface management. This work is typically undertaken by someone with a title such as 'interface... read more →
Turnover of personnel in an organisation is always a problem, personnel join, learn the ways the company does its business, meet and work with their colleagues in the organisation and... read more →
Ambiguity is a curse in almost any business environment. Dealing with uncertainty in most endeavours can be frustrating for all concerned, but managing ambiguity in virtual teams is one of the... read more →
Continuing the discussions of cultural diversity in virtual teams, the cultural concept of uncertainty avoidance is that each regional or national group has a level of uncertainty they expect in... read more →