Digital Disruption: Lessons Learned from Virtual Team Management

2016 ◽  
pp. 263-279
Author(s):  
Shonelle Ramserran ◽  
Abubaker Haddud
Keyword(s):  
Virtual Team ◽  
Lessons Learned ◽  
Team Management ◽  
Digital Disruption

Managing the Digital Disruption Associated with COVID-19-Driven Rapid Digital Transformation in Brisbane, Australia

2021 ◽  
Vol 12 (05) ◽  
pp. 1135-1143
Author(s):  
Amalie Dyda ◽  
Magid Fahim ◽  
Jon Fraser ◽  
Marianne Kirrane ◽  
Ides Wong ◽  
...  
Keyword(s):  
Care Delivery ◽  
Digital Health ◽  
Clinical Care ◽  
Models Of Care ◽  
Digital Transformation ◽  
Lessons Learned ◽  
Digital Data ◽  
Routine Practice ◽  
Action Research Project ◽  
Digital Disruption

Abstract Background The COVID-19 pandemic has forced rapid digital transformation of many health systems. These innovations are now entering the literature, but there is little focus on the resulting disruption. Objective We describe the implementation of digital innovations during the COVID-19 response of Australia's largest health service, Metro North (in Brisbane, Queensland), the challenges of the subsequent digital disruption, how these were managed, and lessons learned. Methods Prior to the COVID-19 pandemic, the Australian state of Queensland created the Queensland Digital Clinical Charter, which provides guidance for the development of digital health programs. The guidelines utilize three horizons: digitizing workflows, leveraging digital data to transform clinical care, and reimagining new and innovative models of care. The technical response to COVID-19 in Metro North is described across these horizons. The rapid digital response caused significant disruption to health care delivery; management of the disruption and the outcomes are detailed. This is a participatory action research project, with members of the research team assisting with leading the implementation project informing the case report content. Results Several digital innovations were introduced across Metro North during the COVID-19 response. This resulted in significant disruption creating digital hypervigilance, digital deceleration, data discordance, and postdigital “depression.” Successful management of the digital disruption minimized the negative effects of rapid digital transformation, and contributed to the effective management of the pandemic in Queensland. Conclusion The rapid digital transformation in Metro North during COVID-19 was successful in several aspects; however, ongoing challenges remain. These include the need to improve data sharing and increase interoperability. Importantly, the innovations need to be evaluated to ensure that Metro North can capitalize on these changes and incorporate them into long-term routine practice. Moving forward, it will be essential to manage not only the pandemic, but increasingly, the resultant digital disruption.

Teaching Virtual and Cross-Cultural Collaborations: Exploring Experiences of Croatia- and U.S.-Based Undergraduate Students

2020 ◽  
pp. 105256292097217
Author(s):  
Maya Vidovic ◽  
Michelle Hammond ◽  
Jenna Lenhardt ◽  
Michael Palanski ◽  
Joy Olabisi
Keyword(s):  
Organizational Behavior ◽  
Virtual Teams ◽  
Undergraduate Students ◽  
Time Management ◽  
Virtual Team ◽  
The United States ◽  
Cross Cultural ◽  
Lessons Learned ◽  
Business World ◽  
Team Efficacy

Two important characteristics of contemporary teamwork are working with colleagues from diverse cultural backgrounds and working in virtual teams. Hence, preparing students to successfully navigate through the business world must include developing these two skills. To investigate learning for both cross-cultural and virtual collaboration, we conducted a cross-cultural virtual team experiential exercise with 635 undergraduate students comprising 189 teams. The exercise was part of Organizational Behavior classes at three university campuses—two in the United States and one in Croatia. Data analysis examining skills development and efficacy demonstrated a significant increase in virtual team efficacy for all students and a significant increase in cross-cultural efficacy for students in Croatia. Qualitative results point to differences in key lessons learned between U.S. and Croatian students, such as communication skills, time management skills, and intensity of the experience. We provide a description of the exercise, lessons learned, and suggestions for future use, including adaptations to smaller class sizes.

scholarly journals Insights From the Virtual Team Science: Rapid Deployment During COVID-19

2021 ◽  
pp. 001872082199167
Author(s):  
Molly Kilcullen ◽  
Jennifer Feitosa ◽  
Eduardo Salas
Keyword(s):  
Best Practices ◽  
Virtual Teams ◽  
Performance Monitoring ◽  
Virtual Team ◽  
Lessons Learned ◽  
Remote Work ◽  
Significant Deficit ◽  
Rapid Transition ◽  
Rapid Deployment ◽  
Employee Teams

Objective To provide insights for organizations that must rapidly deploy teams to remote work. Background Modern situations, such as the COVID-19 pandemic, are rapidly accelerating the need for organizations to move employee teams to virtual environments, sometimes with little to no opportunities to prepare for the transition. It is likely that organizations will continually have to adapt to evolving conditions in the future. Method This review synthesizes the literature from several sources on best practices, lessons learned, and strategies for virtual teams. Information from each article deemed relevant was then extracted and de-identified. Over 64 best practices were independently and blindly coded for relevancy for the swift deployment of virtual teams. Results As a result of this review, tips for virtual teams undergoing rapid transition to remote work were developed. These tips are organized at the organization, team, and individual levels. They are further categorized under six overarching themes: norm setting, performance monitoring, leadership, supportive mechanisms, communication, and flexibility. Conclusion There is a significant deficit in the literature for best practices for virtual teams for the purposes of rapid deployment, leaving it to organizations to subjectively determine what advice to adhere to. This manuscript synthesizes relevant practices and provides insights into effective virtual team rapid deployment.

Teaming: A Case Study

1988 ◽  
Author(s):  
Steven D. White ◽  
Robert A. Wolfe
Keyword(s):  
Decision Process ◽  
Lessons Learned ◽  
Critical Element ◽  
Team Management ◽  
Clear Definition ◽  
Joint Decision ◽  
Definition Of ◽  
Clear Goal ◽  
Management Issues

Textron Lycoming and Pratt&Whitney teamed to develop the T800 for the Army’s LHX program and other applications. A teamed approach was selected in order to answer the Army’s requirement for true competition during the production phase of the program. Clear definition of this requirement, while not specifying teaming as absolutely necessary, was a critical element in the rapid and smooth initiation of the teamed effort. Additional key elements were management compatibility, equal technical contribution, willingness to transfer technology, and team focus on a clear goal. An organization was structured which utilizes a Joint Program Office (JPO) as the managing unit. This office is located at Stratford, Connecticut, and is staffed by Textron Lycoming and Pratt&Whitney personnel. The JPO structure has been successful in forcing the joint decision process to function within both organizations. This case study focuses on the process of teaming for the development of complex systems. It addresses initiation of the team, management structure, unique management issues, benefits to participants and customers, and lessons learned.

Virtual Team Management for Higher Performance

2016 ◽  
pp. 298-310
Author(s):  
Edward T. Chen
Keyword(s):  
Virtual Teams ◽  
Business Strategy ◽  
Cost Effective ◽  
Virtual Team ◽  
Business Environment ◽  
Business Leaders ◽  
Behavioral Characteristics ◽  
Team Management ◽  
Talent Pool ◽  
Effective Manner

This chapter aims to explore the increasing utilization of virtual teams in the existing globally competitive and complex business environment of the 21st century. With virtual teams, companies can expand their talent pool beyond geographical barriers. Furthermore, they can incorporate a follow-the-sun process in their business strategy. Combined, this leveraged approach can better position companies to meet market demands in a more timely and cost-effective manner. To achieve this competitive advantage, business leaders must thoroughly understand the challenges associated with developing and managing virtual teams. This chapter examines the reasons for utilizing virtual teams, challenges that stem from diversity, structural and behavioral characteristics, managerial considerations for effective leadership, supporting technologies, best practices, and future implications.

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