Also you can find here the latest addition to our resources, an interview with a remote manager. This interview gives very interesting insights of what it is like to manage virtual teams and the advantages and difficulties of virtual teams. This interview is available in English and Dutch.
Interview with Fredrik Fogelberg on remote leadership and virtual teams:
Managing Performance in a Virtual Environment
Building Virtual Relationships and Trust
Advantages of Virtual Teams
Building Virtual Skills in the Virtual Classroom
To view the following videos, please send an e-mail to firstname.lastname@example.org and you will receive the password that gives acces to a protected part of this website.
Module 0: Welcome to the Nomadic IBP Virtual Classroom. This is a tutorial video that explains the basic functions of WebEx. WebEx is the platform we use for our online training sessions. The purpose of this video is to prepare participants to succesfully join in our training sessions.
Demo session: High Performance Virtual Teams. This is a 12 minute video that gives an impression of what the online training sessions facilitated by Nomadic IBP look like.
These brochures contain more detailed information on the content of our training program, High Performance Virtual Teams:
by: Anouk Eggen
Virtual collaboration is a growing trend and characterized by computer mediated communication and high cultural diversity (Clear & MacDonell, 2011). Because of its composition, virtual collaboration is exposed to several challenges which prejudice the performance (Hollingshead, McGrath, & O’Connor, 1993). Team effectiveness and performance can be improved by a good fit between task and communication technologies (Beise, Carte, Vician, & Chidambaram, 2010).
This study is aimed to learn more about how the choice of technology is related to the different tasks in virtual collaboration. An additional aim is to better understand the influence of culture on this relationship.
by: Fredrik Fogelberg & Sven Cune
More and more, virtual teams are part of our daily lives. For many,spending all working hours as part of a collocated team is a thing of the past. Although working virtually is considered important, it is still seen as second best to the ‘real thing’, working together face to face. In this article we explain why virtual teamwork should be seen for its own merits and is much more than the second best alternative to working together in the same place. Also, we take a close look at what it takes to manage remotely; the challenges remote leaders face when leading virtual teams and how to overcome them. Finally we present an approach to develop remote leadership skills.
by: Fredrik Fogelberg & Sven Cune
Since the first wave of the current economic crisis, virtual work environments have become increasingly common. While before 2009 virtual teams were created primarily to tap into global talent, reducing travel cost is now a key argument for most corporations to consider working remotely more often and rely less on face to face meetings. In consequence, managers these days are expected to lead virtual teams and remote reports almost as a matter of course, whether they like it or not. Our experience? The majority of managers do not like it, nor are they particularly good at it.
by: Fredrik Fogelberg
If you order a ‘Napoleon’ in a cake shop in Sweden or Norway, you will be served a layer cake. More poetically, in southern Europe, it is called a ‘mille foglio’ (Italy), or ‘mille feuilles’ (France). The more skilled the patissier, the finer and more layers there will be in your cake. In Dutch they called it Tom Poes, referring to a very clever and creative Cat who always saved himself out of tricky situations. We use the Napoleon here as an image to understand the international or virtual team. My point in this article is that there is more to understanding an internationalteam than focusing on national cultures.
Since IBM’s last CHROs study nearly two years ago, the business world has been rocked by unprecedented challenges across nearly all markets and industries. Despite the tumult, the global HR leaders whose perspectives shaped our study this time displayed an unfailingly optimistic – yet sharply practical – outlook that is both insightful and aspirational.
I am pleased to provide you with this study, which reflects insight from more than 700 organisations across 61 countries. As part of this work, nearly 600 senior global HR leaders contributed in-depth interviews, further elevating our understanding of the issues that my fellow CHROs see ahead.
by: Sven Cune
Interview with José Nederpel, manager at Nokia since 2001. She has been leading various teams of IT specialists that are spread out across the globe.
by: Judith Tavanyar
Interview with Fredrik Fogelberg, director of Nomadic IBP.