In this article, I would like to explain in more detail what is important here and which factors play an essential role. All information reflects a Summary out Chapter 3.3 of my book Virtual teams and home office from Springer Verlag contrary.

In addition, there is of course also commercial and technological equipment for virtual teams. But I would like to go into this in more detail in another article.

Communication and collaboration software

An example of an open source solution is the owncloud application (see Fig. 1).

Similar to the functions of Microsoft 365, further open source solutions can be obtained that can be integrated into owncloud. Examples are:

• Writing program, tables and presentations (Collabora or Onlyoffice),
• Notes (Joplin),
• Video conference (Jitsi or Kopano),
• Email (Open XChange)
• Chat system (Rocketchat)
• Knowledge documentation (MediaWiki)
• Ticket systems (OTRS and OSTicket),
• Virtual task distribution (Open Office or Kanboard) and
• File sharing (ownCloud).

In addition, it is possible to link the individual components with one another in a meaningful way. Different open source applications can often be connected without any problems (see Fig. 2).

In addition, chat and e-mail systems are also of great relevance for open source and free technological equipment for virtual teams. OpenxChange, for example, maps the possibility of a free mail system. Similar to owncloud, it can be operated on your own servers and thus guarantees sovereignty over your own data.

Chat systems are also important communication tools for open source and free technological equipment for virtual teams. The RocketChat system (see Fig. 3), which is easy to integrate into other software components as well as its secure setup and many functions, is particularly popular.

Process and task management software

But there are also suitable open source solutions for managing process and team-based tasks.

Team-based task management: boards and knowledge documentation

One example of this are boards and tools for knowledge documentation. The team-based Kanban board (see Fig. 4), as well as free applications such as OTRS (process-based) or Media Wiki (knowledge documentation), are widely used here.

Using a Kanban board, team-based work can be displayed clearly and transparently. Similar to Jira, various projects can also be created and managed.

Process-based task management: ticket systems

OTRS, on the other hand, describes a web-based ticket system and is therefore a free tool in the area of process-based work (see Fig. 5).

It is particularly suitable for recording, classifying, storing and processing any type of request in a structured manner. With detailed reports for revision security and many other options and functions, it offers many advantages in use.

KNOWLEDGE DOCUMENTATION: Media Wiki

In the area of media wikis you are probably particularly familiar with Wikipedia. Media wikis serve as an interface for collecting and enriching knowledge. In addition, you prevent the creation of multiple versions of a file, since a document can always be edited in the most current version by all employees. An example of a media wiki is shown in Fig. 6 represents:

Sensible linking of the individual software components

In general, it is also important to link all individual software tools in a meaningful way. This can usually be implemented via interfaces (which can be viewed on the manufacturer’s page of the respective tool). Open source applications can also be integrated with commercial applications, so that an individual package can always be put together.

To do this, you should first identify which cross-tool use cases you need in order to be able to organize the work of your virtual team more efficiently. Speaking from my own experience, I can recommend that you ask your employees directly.

Nevertheless, I have listed some useful use cases from my everyday working life for you in the following:

• Documents can be edited and shared directly in the file sharing solution (online office function).

• E-mail attachments are created directly as links from the file sharing solution.

• Documents and tasks (e.g. in Jira) can be linked to one another.

• In the chat, existing documents and tasks can be referred to.

• Automatic creation of a virtual meeting when participants are invited in the calendar

• Automatic absence message for e-mails when vacation is entered in the calendar

• Finally, a link with the time booking, which was not explained in more detail in this chapter: Fast time booking after completing a task or a ticket with transfer of the essential information, e.g. B. Subject.

Conclusion

The advantages of commercial software are often the ease of use as well as the design. Disadvantages can be found when it comes to data protection and the high level of dependency on one provider (vendor lock-in).

Especially in this area, I see open source as much in terms of functionality as commercial solutions and would prefer these due to the sovereignty of the data. In the area of team-based task management, I see commercial software tools currently being developed a little further, and in the area of process-controlled task management, I even see free open source solutions as having an advantage.

Tip: Read my new book: Virtual Teams & Home Office at Springer Gabler or book me for a talk.

Lindner, D. (2020) – Virtual Teams and Home Office – Guide to Technology, Working Methods and Leadership. Springer Verlag

Der Beitrag Open source and free technological equipment for virtual teams erschien zuerst auf agile Companies.

The clear advantage of this way of working is clearly the independence of location. It enables companies to put together teams of experts who can work together in an intact system across national, time and company boundaries.

In this article, I would like to explain in more detail which factors have developed into decisive drivers of these working methods. All information reflects a Summary out Chapter 1 of my book Virtual teams and home office from Springer Verlag contrary.

Four decisive drivers for virtual teams and home offices

The restructuring of old ways of working or the integration of new working methods over time is mostly justified by trends, changes or external influences and events.

If you take a closer look at the time interval of the last five years in this regard, it has been found that virtual teams and home offices are based on these 4 drivers in particular:

• Work 4.0 / New Work / Home Office
• COVID-19 pandemic in 2020
• Outsourcing
• Technology discount

In the following, I would like to go into more detail about each individual driver and shed more light on their relevance and influence.

Work 4.0 and home office

Work 4.0

The term “Work 4.0”, often in conjunction with the synonym “New Work”, describes work in the digital age. In addition, however, the increasing use of technological aids in the general structures of companies.

The driving force behind this change from traditional working methods to a modern work concept is primarily Generation Y (born 1980-1995). This places a comparatively greater emphasis on the work-life balance. In the course of this, she is specifically looking for employers who meet these requirements (based on the results according to the Xing study from 2019; for more information, see p. 2 of my book Virtual teams and home office ).

Especially in connection with the prevailing shortage of skilled workers, Generation Y is in a strong negotiating position and is forcing companies to try out special flextime and trust working time models as well as virtual teams and home offices and offer them as an integral part of the employment contract.

Home office

In particular, the latter aspect of the possibility of Home office or Remote work has developed into a valued factor in the search for employees. Basically, this working method describes the option of being able to carry out the assigned activities outside of the company in a freely chosen environment. This trend can also be seen in the following figure:

The graphic is based on a study carried out as part of one of my books (see Lindner and Niebler 2018). The participants were asked whether they found the time in the home office to be sufficient or whether more time was desired.

The results clearly show that the majority of employees already use home offices. Basically there is also the desire for an increase, although this only exists up to a maximum of 2 days per week. In some cases, however, it also emerged that some employees even do not want to work from home.

COVID-19 pandemic in 2020

At the current time, however, the COVID-19 pandemic in particular has developed into a key factor that has contributed to an increase in the number of home office opportunities for employees.

Effects of the COVID-19 pandemic

According to a study by the Institute for Labor Market and Occupational Research (see IAB 2020), 25% of employees in Germany are already working entirely from home during the peak of the pandemic (see graphic below). This corresponds to an increase of 20% compared to the time before COVID-19. However, it has been shown that as the pandemic weakened, the home office rate also fell significantly. According to estimates, it will even fall back to 7.5% (cf. P. 4 of my book Virtual teams and home office ).

Opportunities of the COVID-19 pandemic

However, this is exactly where the government wants to start and use the pandemic as a signpost for new working methods. Federal Labor Minister Hubertus Heil (SPD; see Zeit 2020a) is planning to firmly anchor the home office option in the labor law in the future.

According to a study by the Federal Association of the Digital Economy (2020), many companies are currently still reluctant to offer work from home as a permanent option. At the same time, however (only) just under 60 percent of all employees would like this option (for more information, see p. 4 of my book Virtual teams and home office ).

The main reason for doubt and reluctance on both sides is the great inexperience. Due to the pandemic and the need to work remotely, it has become very clear that many companies are still at an old point of view virtually. In particular, the technical infrastructure and clear regulations were missing here.

At the same time, however, the employees also had to completely reorganize their work from home. On the one hand against the background of the lack of childcare. But especially because of an inadequately equipped workplace in your own four walls.

In addition, mistrust on the part of employers (since work performance cannot be checked so well) and the currently comparatively less efficient work (e.g. due to children screaming in the background) made it difficult to trust the permanent introduction of a home office option.

Outsourcing

But the outsourcing of many companies has also developed into a driver for virtual teams and home offices. This particularly refers to the transfer of corporate taxes to external, often foreign, partners.

Here is the outsourcing in the European area, too Nearshoring Due to the lower barriers like time, cultural and linguistic differences are often easier to organize than that Offshoring (worldwide). Because here the employees of a company have to meet significantly more requirements when they cooperate virtually with the outsourcing provider.

Surveys such as that of Statista (2020) also show that outsourcing is increasingly being anchored as an integral part of the structures of German companies. At the same time, virtual teams and home offices are gaining in importance (for more information, see p. 5f. of my book Virtual teams and home office ).

Technology discount

But access to technology also plays an essential role when it comes to implementing virtual teams and home offices on a sustainable basis. Because in order to be able to work well together outside of the well-equipped company structures, the right mobile software and hardware is required.

What was seen as a real cost problem a few years ago has now developed in the opposite direction. Because thanks to inexpensive software packages such as SaaS (Software as a Service), properly equipping the workforce has long ceased to be a cost-intensive factor. Instead, all important applications can be used over the Internet for comparatively low fees. With the help of a mobile device and after creating a user account, it can also be used quickly and accessed from anywhere.

And in the area of hardware, companies no longer have to spend huge sums to equip their employees adequately for virtual teams and home offices. After all, mobile hardware such as laptops can now be purchased inexpensively for several hundred euros.

Virtual teams and home office: conclusion

Working methods such as virtual teams and home offices are currently still in their walking shoes. So far, they have only been established in companies inferior or not even offered at all. However, this state of affairs is in a revolution, even if many employers still shy away from the deep cuts that this entails.

Nonetheless, it has been shown that a number of factors emerge as key drivers in the growth of these modern working methods.

While the drivers such as Work 4.0, outsourcing and technological benefits have been developing over a longer period of time, the COVID-19 pandemic has joined the ranks as a new trend. In particular, it will have a significant influence on virtual work in the years to come. It has forced many companies to focus more on virtual teams and home offices.

Tip: Read my new book: Virtual Teams & Home Office at Springer Gabler or book me for a talk.

Lindner, D. (2020) – Virtual Teams and Home Office – Guide to Technology, Working Methods and Leadership. Springer Verlag

Der Beitrag Driver for virtual teams and home offices erschien zuerst auf agile Companies.

In this article, I would like to explain in more detail what is important here and which factors play an essential role. All information reflects a Summary out Chapter 4 of my book Virtual teams and home office from Springer Verlag contrary.

Working methods for virtual teams

Virtual teams are particularly important in complex projects, as input from various expert groups is often required. Due to these circumstances, agile approaches are recommended here. Agility here means the characteristics of a company to react quickly, flexibly and, if possible, in real time to market changes. In this context, this primarily relates to specific processes and meeting formats. For perfect success, working methods for virtual teams should be characterized by strictly regulated processes and role allocation, which at the same time allow a controllable degree of flexibility. The main goal behind this should be to design working methods for virtual teams in such a way that employees can work on their own processes with the help of self-organization and freedom of action.

Still, agility should not be thought of as a panacea.

Instead, the introduction of agile methods usually means a good deal of hard work at first. After all, this demanding task requires good organizational and management talent. The employees must first be properly looked after and accompanied in the development of self-organization and finally be “let go” at the right time. As a leader, you have to find the right balance of control and trust and still be available as a moderator.

But: once agility has been properly integrated into a system, the measures often quickly bear fruit. After all, agile methods are characterized by visualized work and a transparent work flow (including a clear distribution of roles).

Agility simply explained using an example:

To give you a picture for better understanding, you can imagine agility like a cake at a party (see Fig. 2).

Transferred to the world of work, the cake symbolizes a customer’s ideas, which (like pieces of cake) can be divided into many small projects. You will see for yourself that there is little point in bringing all of the pieces of cake (or projects) to one person. Instead, you will cut the cake into larger pieces (formulated requirements – so-called stories). Since these work packages (or pieces of cake) are still too big, you will divide them again into (bite-sized) pieces (individual tasks). You set up a kind of buffet for your employees, which you can help yourself to at any time. The individual tasks are processed one after the other until the cake is completely distributed (or the project is finished).

Team based work

But agile work can also be visualized in the real world. Methods such as Scrum or Kanban use graphic boards as information nodes.

However, this can also be implemented within working methods for virtual teams. Various software tools can be used, for example, to clearly control who does which task at what point in time and how exactly these tasks are defined (see Fig. 3).

Process based tools

However, boards cannot be used for all areas of responsibility. In the classic context in particular, tasks cannot always be planned proactively, but events (e.g. customer inquiries) must be responded to quickly. Ticket systems in particular are often very helpful here (see Fig. 4).

The process of such a system is very simple:

A task is triggered by an event and assigned to a system user as a ticket. As a leader, you can then distribute the tickets according to the areas of responsibility or specifications of your team. You can use the history to track the history of a ticket at any time and thus keep an overview of the status, the processing person and the existing obstacles. If such a system is well managed, customer inquiries can be responded to quickly and professionally.

Meeting formats

In order for tools like the ones mentioned above to work properly in connection with working methods for virtual teams, the right organization is required. This often also requires that the team meet at regular intervals. For virtual teams, these meetings can take place in the form of screen sharing, in which problems and ticket items can then be clearly discussed and clarified. 3 to 5 minutes should be set for each item and the discussion should include the following:

• specify new items,
• Importance and content of each item,
• Editor of an item and
• Fill in relevant fields such as status, keywords and check content.

There are basically different types of such meetings. I have listed those in my opinion that are particularly relevant for virtual teams for you.

Important meetings are

• Teamweekly : Here we talk about general company news and private topics. It is a weekly private get-together in the virtual room so that the team can socialize in a relaxed atmosphere. It takes 1h.
• Team consultation : Each team leader of a team is available for 30 minutes every week so that they can be contacted with feedback and process requests.
• 1 on 1 : I have a weekly 20 min. Discussion about his or her well-being (disciplinary leadership). I think this meeting is very important!
• My office hours: As a department head, I am available to every employee in the company once a week.
• Retrospectives : Once a month we check what went well and what went bad.
• Board meeting : Every 48 hours or once a week: We go through the board in 1 hour and check whether everything is entered correctly and celebrate successes! In the following, I will give more detailed explanations of the exact process.

Conclusion

Structure is the be-all and end-all of working methods for virtual teams. This way, you can avoid agility appearing complete and complex. Structure is characterized above all by the subdivision of large work packages into sub-tasks, which are then mapped within the software. In addition to the necessary clarity, they also ensure transparency and a dynamic target flow. You can ultimately maintain this dynamic through regular meetings.

Even if you often feel more like the administrator of a software than in a regular management position – believe me, I can assure you from my own experience that your influence is even more likely to grow. After all, you always have control over rights and processes and can also submit an up-to-date statement on every status of a task at any time. This not only looks professional, but also confident.

Tip: Read my new book: Virtual Teams & Home Office at Springer Gabler or book me for a talk.

Lindner, D. (2020) – Virtual Teams and Home Office – Guide to Technology, Working Methods and Leadership. Springer Verlag

Der Beitrag Working methods and meeting formats for virtual teams erschien zuerst auf agile Companies.

In this article, I would like to explain in more detail what is important here and which factors play an essential role. All information reflects a Summary out Chapters 3.1 and 3.2 of my book Virtual teams and home office from Springer Verlag contrary.

In addition, there is of course also commercial and open source equipment for virtual teams. But I would like to go into this in more detail in another article.

Technological equipment for virtual teams

From my experience, selected software tools for meaningful cooperation are in particular the following:

• Communication and collaboration software like
  • Document storage (ownCloud or OneDrive),
• Software for task and process tracking (Jira or OTRS) as well as knowledge documentation (Confluence or Media Wiki)
• Virtual meeting options (Zoom or Jitsi)

However, this list is only a kind of basic framework that can be expanded individually, for example using software for time recording, invoicing, etc.

In order to be able to use the efficiency of the above tools even more, I recommend setting up interfaces, for example in the form of file sharing solutions or automated calendar entries for appointments. Even if these may initially be complex requirements in everyday work, this increases work efficiency enormously in the long term.

It is also important that you make your employees sufficiently familiar with the software tools and ensure that they can be used smoothly. Otherwise there is a risk of frustration and rejection on the part of your team.

And another tip: Regardless of whether you use commercial or free open source software. They have to be operated by suitable IT staff, which incurs additional costs. Alternatively, you can have the operation carried out by an IT provider. It is important that you plan this in addition to the acquisition costs in the budget.

Commercial software

You have probably already encountered commercial software in your everyday work in the form of Microsoft 365 or Teams, as well as atlass Jira or other various ticket systems.

I would therefore like to focus more on those in the next section.

Communication and collaboration software

Microsoft 365 and Teams combine various online services with classic desktop office software. Office 365 essentially includes tasks like these:

• Writing program (Word),
• Tables (Excel),
• Presentations (PowerPoint),
• Notes (OneNote),
• Video conference and chat system (Skype),
• Email (Outlook) and
• File sharing (OneDrive).

These can in turn be supplemented by extensions such as SharePoint or other components. Teams, on the other hand, is still relatively new (2017) and, in contrast, also contains functions for meeting, message and task management.

In addition to this type of software, software is also required for perfect communication in the form of e-mail and chat. Microsoft has usually already integrated these into the service package.

Chat functions make sense especially internally when it comes to smaller communication formats, while e-mail traffic represents the area for official exchange.

Process and task management software

In addition to communication and cooperation, the completion of tasks must also be monitored and ensured. In virtual teams, a distinction is usually made between two types: the process-based (e.g. in customer support) and the more creative (e.g. in projects) task execution.

Team-based task management: boards and knowledge documentation

For process and task tracking, the Jira (atlases) tool is particularly well represented in the IT area. In conjunction with Confluence, it is often used for knowledge documentation. Especially in the area of virtual teams, the visualization and distribution of tasks are essential, which is why the representation of those as shown in Fig. 1 recommends.

text

Even if it is basically irrelevant whether you present tasks visually through such a board or simply as a to-do list, it is important for a functioning collaboration within virtual teams that every employee always knows which colleagues are in which area of responsibility and how they are the current processing status is defined. Such tools are especially helpful for the prioritization of individual tasks so that they can be processed uniformly first.

But the documentation of knowledge also plays an essential role. Suitable software tools bring the advantages of transparency, up-to-dateness, findability, search functions and integration with other software with them. The Confluence program can be cited as an example of such software.

Process-based task management: ticket systems

Process-based tasks can also be managed via ticket systems (see Fig. 3). A ticket system is a tool for receiving, classifying, distributing and processing inquiries. The team can respond specifically to specific inquiries. In addition, it can be ensured that customer messages are not lost. Another advantage is that the general and current status of a ticket processing can be viewed and traced at any time. This makes working with ticket systems extremely transparent and structured.

Conclusion

The advantages of commercial software are often the ease of use as well as the design. Disadvantages can be found when it comes to data protection and the high level of dependency on one provider (vendor lock-in).

Especially in this area, I see open source as much in terms of functionality as commercial solutions and would prefer these due to the sovereignty of the data. In the area of team-based task management, I see commercial software tools currently being developed a little further, and in the area of process-controlled task management, I even see free open source solutions as having an advantage.

Image source: https://pixabay.com/de/photos/zeiterfassung-zeitumstellung-5049297/

Tip: Read my new book: Virtual Teams & Home Office at Springer Gabler or book me for a talk.

Lindner, D. (2020) – Virtual Teams and Home Office – Guide to Technology, Working Methods and Leadership. Springer Verlag

Der Beitrag Commercial & technological equipment for virtual teams erschien zuerst auf agile Companies.

In this article, I would like to explain in more detail what is important here and which factors play an essential role. All information reflects a Summary out Chapter 5 of my book Virtual teams and home office from Springer Verlag contrary.

Leadership for virtual teams on a personal level

While long catchphrases such as “command” and “control” played an essential role in the management style, the type of leadership has now increasingly developed in the direction of humanity and authenticity. This means that leadership is now increasingly against the background of personal attitudes, one’s own set of values and the associated behavior.

But how exactly can good leadership be built on these pillars in a stable manner?

The answer to this lies in various approaches. On the one hand, every leader has to deal with the questions: “How do I want to be?” and “How do I want to be perceived?” These are the basic ideas that every leadership style should build on. On the other hand, it is ultimately a matter of adapting one’s own actions to those attitudes.

It is important to find a certain balance, because good leadership is now understood as a mix of “old” and “new” values and should (as shown in Fig. 1) be in harmony with one another.

In addition, the executives questioned in my book also emphasized the following recommendations for promising leadership:

• 1. Team building: Real meetings for creating virtual teams

• 2. Concrete goals: Goal management as a control aid

• 3. Clear distribution of roles: Working according to the pull principle to relieve the manager

• 4th Trust employees: The scope of delegated work packages increases linearly to the trust in the work performance of the employee

• 5. Base: Mistakes and bad working days are seen as part of a construct and are allowed.

• 6. Primary characteristics: Leadership at eye level, trust in employees,

• 7. Secondary characteristics: Real-time feedback, exemplifying agility, participation, motivation to change

• 8th. New competencies: Anticipate new trends, use agile methods and new work concepts, evaluate employee motivation and technologies.

• 9. Learning by doing: Adapt the leadership model to everyday work

Leadership For virtual teams on a technological level

With virtual leadership, however, it is not just a matter of dealing with employees, but also of making the necessary resources available for a functioning work rhythm. This applies in particular to ensuring that tasks are completed within a virtual room, because the right software tools are required for this. Only in this way can work performances be presented uniformly and transparently. And especially due to the spatial distance that working in virtual teams inevitably entails, the distribution of tasks and roles as well as the processing status of individual tasks and projects can no longer be communicated as casually as at the office level.

But even further: I have summarized in the following graphic (Fig. 2) which software, on the recommendation of the managers questioned, for which areas of activity are most useful and helpful:

The above table describes the satisfaction of the manager for each software mentioned, as well as a suggestion for the type of leadership style (procedure) and the task size that have resulted in the greatest success in the context of the use of the respective software.

Change management recommendations

Software tools thus form a kind of information node that can be set individually by the team leader. As a result, for example, rights and processes can be clearly defined and specified and access can be explicitly permitted or denied to certain employees. This has a clear advantage in terms of clarity, transparency and the tracking of work packages and task blocks and makes it much easier for the manager to control from a physical distance.

But not every employee will react to these changes with euphoria. Instead, many members of virtual teams undergo the following typical scheme:

1st phase: shock – New circumstances result in fear of change.

2nd phase: rejection – general rejection and negative attitudes triggered by fear.

3rd phase: Rational insight – Rational examination of the knowledge that the change cannot be circumvented.

4th phase: emotional insight – Familiarize yourself with the change and achieve the actual turning point (further support from the manager required).

5th phase: learning – Complete acceptance of the change and in-depth discussion and testing of the new measures.

6th phase: knowledge – Adoption of the changed measures into everyday work.

7th phase: integration – Self-evident and practiced handling of the new applications.

Conclusion

The path to becoming a good (virtual) manager inevitably involves dealing with one’s own values, ideas and behavior. On the one hand, as a manager, you have to deal intensively with the nature of your leadership and derive the characteristics that suit your team from it. On the other hand, the next step requires implementation, but also the use of the right tools and tools, because especially in the area of virtual teams, these differ enormously from those that you use in a face-to-face team.

Never forget that a lot of things that, as already mentioned, are often incidentally communicated at the office level, are lost in the virtual space. Furthermore, structure and precise instructions are required here so that you can pull together with your team. One thing is certain: the way there is not easy, but in line with the executives surveyed, I can assure you: It will be worth it!

Tip: Read my new book: Virtual Teams & Home Office at Springer Gabler or book me for a talk.

Lindner, D. (2020) – Virtual Teams and Home Office – Guide to Technology, Working Methods and Leadership. Springer Verlag

Der Beitrag Leadership for virtual teams erschien zuerst auf agile Companies.

In this article, I would like to explain in more detail which factors play an essential role on both sides. All information reflects a Summary out Chapter 2 of my book Virtual teams and home office from Springer Verlag contrary.

Virtual team opportunities

Why many companies have already decided to adopt virtual teams is based on some significant opportunities.

These are:

• International presence : Virtual work makes it possible to work together with customers and specialists worldwide.

• New project, market potential and Knowledge advantage : The offer of a global connection can favor precisely these factors.

• Easier recruiting of skilled workers : Thanks to the flexibility, new employees can be acquired regardless of location and with virtual work as the final decision-making factor. In addition, the possibility of working on exciting, international projects without the need to travel is often an attractive plus point for specialists.

• Increase in flexibility and agility : Thanks to the freedom in terms of time and place, employees can organize their work-life balance much better. In addition, there is the advantage for companies that the reaction time to customer projects is reduced thanks to the involvement of international experts. At the same time, the service level can be significantly improved.

• Cost savings through less travel and office space : Less effort also means lower costs. Which means that virtual teams can also represent added value in this area.

Virtual Team Risks

Nevertheless, there are still many companies that shy away from making deep cuts in their corporate structures. Because even if there are many advantages and opportunities, there are also some risks to be aware of.

These are:

• Cultural misunderstandings and language : Especially in cross-cultural meetings, virtual work can cause conflicts due to different ideas, e.g. B. in terms of quality and punctuality or due to a lack of English skills.

• High level of self-organization : The increased level of self-organization, e.g. through setting up a home office or the independent planning of precise tasks and working hours, does not meet the needs and well-being of every employee.

• Controlling teams much more difficult : Roles and assignments of tasks cannot always be clearly defined within virtual teams.

• Technical equipment is expensive and not easy to integrate : Within virtual teams, not all participants are always equipped with the same quality mobile software and hardware. This, in turn, can lead to delays in the schedule of individual projects.

• Team motivation difficult to maintain due to impersonal collaboration : Factors such as cultural differences can promote the feeling of distance within virtual teams. This can make it more difficult to establish a relationship of trust between employees. Any resulting isolation can in turn lead to poor communication and thus to a loss of quality in the project result.

• Data protection of the communication and cooperation of the team : The exchange and communication of virtual teams can become a risk in the area of data protection. Especially when secret, unencrypted information can be viewed by unauthorized persons.

Conclusion

When the advantages or disadvantages outweigh the implementation of virtual teams often depends on the structure and orientation of a company. If you take a closer look at the opportunities and risks, it can be deduced from this that the introduction of virtual teams is particularly useful in those companies that maintain relationships with international customers, work on very complex topics or are forced to call in external experts due to the shortage of skilled workers.

I advise companies that want to face the disadvantages to adequately deal with the risks of virtual work and how to avoid them. In addition, virtual work requires, in my opinion, the openness to turn to a different management style, away from the presence culture.

Tip: Read my new book: Virtual Teams & Home Office at Springer Gabler or book me for a talk.

Lindner, D. (2020) – Virtual Teams and Home Office – Guide to Technology, Working Methods and Leadership. Springer Verlag

Der Beitrag Opportunities and risks of virtual teams erschien zuerst auf agile Companies.

In this article, I would like to explain in more detail what exactly is important here and which factors play an essential role. All information reflects a Summary out Chapter 3.4 of my book Virtual teams and home office from Springer Verlag contrary.

Virtual meetings

At the beginning of the COVID-19 pandemic in March 2020 in particular, it became clear how important it is to replace personal meetings with virtual conferences. This measure was even used so heavily by companies that there were occasional failures due to system overload.

Most companies are currently using the market leader zoom in the area for virtual meeting software. In addition to a low-cost monthly flat rate of EUR 14 per user, it also offers a number of other advantages. So you can use zoom not only take part in video conferences by phone, but also look at virtual documents with colleagues. Of course, the software corresponds to a secure, encrypted video solution.

Alternatively, companies can also obtain their virtual meeting software from open source offerings such as Kopano and Jitsi. Or in the commercial sector via Skype, Goto Meeting or Webex.

Choice of the right microphone

But even the best virtual meeting software can only be used efficiently if the other equipment is also at an adequate level. First and foremost, this includes choosing the right microphone. In particular, because the hardware already installed in the PC is often insufficient (see also the figure below).

In principle, I therefore recommend that you pay attention to the following when deciding on the right equipment:

Sound: The sound is particularly crucial for professional and comfortable meetings. The better they can be understood, the more pleasant the conference will be for the other participants.

Microphone & Sound: The sound is particularly crucial for professional and comfortable meetings. The better they can be understood, the more pleasant the conference will be for the other participants. Above all, the microphone should therefore transmit a clear voice. That’s why I work, for example, with a studio microphone with an audio interface (from 200 EUR in a set).

Webcam: I recommend a budget in the range of 150 EUR for a high-quality product.

Headset: In my opinion, a Bluetooth version (100-300 EUR) with active noise suppression should be used for the headset. This also has the advantage that the ambient noise for the caller is reduced.

Conclusion for virtual meeting software and the right equipment

The COVID-19 pandemic in particular has clearly shown how important good virtual meeting software and the appropriate equipment are. Even if it is not always necessary to set a high budget, I still recommend buying at least a high-quality microphone or headset.

In the area of software, you can also choose between commercial and free open source software (Chapters 3.1 and 3.3 of my book). You should make this dependent primarily on the corporate strategy. But it is also important that you let the virtual meeting software interact in a meaningful way. This means that you either get all the necessary components from the same provider or, in the open source area, put together a package with the corresponding elements yourself. Only in this way can you ultimately establish an efficient software landscape in your system that your employees will also feel comfortable using.

Tip: Read my new book: Virtual Teams & Home Office at Springer Gabler or book me for a talk.

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