Virtual management

Virtual Management

A brief introduction to Virtual Management and the dynamics connected to Virtual Management

Visit us at http://www.lederuddannelse.nethttp://www.facebook.com/bedreledelse

We can´t solve twenty-first-century

problems with nineteenth century organizations

Johnny H. Ryser

• IBC Kurser

• Head of the teams: - Leadership- Project Management- HR - Innovation

• Areas of special interest:- Leadership 2.0- Virtual Management- Project management- Innovation

Agenda• Definition on Virtual

Management• Why Virtual

Management• The tools• Understanding the

Critical Success Factors

Definition IA virtual team is a working team – a collection of individuals- who are mutually depended in their

tasks- who shares the responsibility on the

results - who perceives themselves and are

perceived as an intact social unit, incorporated in one or more social systems, which together manage their relations across organizational boundaries

(Gibson & Cohen 2003)

Definition II

Research from MIT in 1977:

Seperated by more than 50 feet

… then we actually can consider ourselfs

as working in a virtual team

Since 1977 – the price of communication has collapsed

- How does this affect the way we work???

Definition III - Homo Conexus

Du ut des – I give – so You can give

-shaped people is needed(Morten T. Hansen Havard Business School)

ContinuouslyKnowledge building

Interaction

matrix

Dimensiones in interactions

DistributedMeetings, decisions, chat,

Phonecalls, second life

ContinuouslyKnowledge building,

Coordination, knowledge Sharing, leadership,

discussions

Synchronous Asynchronous

Sam

e p

lace

Diff

ere

nt

pla

ces

SemisynchronouslyMicroblogging, stream of

conscoiusness, coffe machine chat

Face to faceSensitive processes,

celebrations

ContinuouslyKnowledge building

Interaction

matrix

Dimensiones in interactions

DistributedMeetings, decisions, chat,

Phonecalls, second life

ContinuouslyKnowledge building,

Coordination, knowledge Sharing, leadership,

discussions

Synchronous Asynchronous

Sam

e p

lace

Diff

ere

nt

pla

ces

SemisynchronouslyMicroblogging, stream of

conscoiusness, coffe machine chat

Face to faceSensitive processes,

celebrations

Virtual Meetings

Internal WIKI System

Interaction

matrix

Youtube (Mærsk)

DistributedMeetings, decisions, chat,

Phonecalls, second life

ContinuouslyKnowledge building,

Coordination, knowledge Sharing, leadership,

discussions

Synchronous Asynchronous

SemisynchronouslyMicroblogging, stream of

conscoiusness, coffe machine chat

Face to faceSensitive processes,

celebrations

Internal Microblog (IBC, Danfoss)

Open Innovation (Innocentive)

Crowdsourcing

ContinuouslyKnowledge building

Interaction

matrix

Dimensiones in interactions

DistributedMeetings, decisions, chat,

Phonecalls, second life

ContinuouslyKnowledge building,

Coordination, knowledge Sharing, leadership,

discussions

Synchronous Asynchronous

Sam

e p

lace

Diff

ere

nt

pla

ces

SemisynchronouslyMicroblogging, stream of

conscoiusness, coffe machine chat

Face to faceSensitive processes,

celebrations

Democratic principle: Make people

have the same opportunity to participate

Why Virtual Management• Current leadership theories are developed

by people born when the average company had less than 4 employers and 93% of all jobs were connected to agriculture (Gary Hamel)

• Communication is almost for free

• The Internet is the operating system of innovation (Gary Hamel)

• The Global Village has now 4 billion citizens – global market and global production

• The age of hyper specialization (HBR Winther 2011)

Virtual Teams Outperform colocated teams

MIT Sloan Review Juli 2009: How to Manage Virtual Teams

Project networks outperforms Project teams

Same baseline

Project Networks outperformer Project teams

MIT Sloan Review Marts 2011: Why Project Networks Beat Project Teams

Critical Success Factors

• Motivation paradigm

• Knowledge and social interactions

• Three levels of collaboration

• Work distribution

Motivation ParadigmMotivation 1.0:Survival

Motivation 2.0:Whip-Carrot

Motivation 3.0:Inner Motivation

Find food - Complex Societies- Industrialization- Humans as a machine

- Autonomy- Coping- Higher Purpose

Ledelse i en 2.0 Verden

Algoritmic taskWhip and Carrot works!

Heuristic taskWhip and Carrot does NOT work

William Kamkwamba”The boy who harnessed the

wind”

Tray has two functions

Add Whip and carrot, and the task will take

(far) more time

Knowledge and social interactionsCognitive Processes

Socio emotional Processes

Kreins 2004

Three Levels of Collaboration

Sharing

Collaboration

Joint Action

No Shared decisions

ConversationShared decisionsMaking products that could not be made without the team

Community – where decisions kind of ties the individualsThe team is a kind of a familiy

Task distribution

The do´s and don’t´sFrom the MIT Study in 2009:

• Emphasize both the Socio emotional and the task related processes!

• Emphasize teamwork skills• Promote self-leadership across

the team• Provide for face-to-face

meetings• Foster a “global culture.”

Further Questions• Virtual Management across

cultures?

• Virtual Management across organizational borders

• Connection to Web 2.0

• Virtual Management and Leadership 2.0?

• …?