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Virtual Team's Peaks and Valley's or Remote Worker

1. Design Strategy and Value - a scenario use case for a virtual team lesson learned
by

Lisa Martinez

on 2 May 2012

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Transcript of Virtual Team's Peaks and Valley's or Remote Worker

Vision
The Crew
Goals
The People Part of the Designing a new Strategy was hindered by a leadership style where the leaders vision was limited and the team was looking at the offer from a market and process perspective with organizational resource needs and capacity according to the group feedback.
New advanced group of experts
in an existing Delivery model

Leadership style was not one for seasoned experts
the request wasn't aligned to the actions
The support request was purely one of task level resources without thought leadership - every suggestion was deleted or discounted
Risks
Harness the power of wisdom as a competitive advantage for the greater good.
Mission
STW Group
Owner
Free up the group owners time
Improve while transforming
Taking wisdom and turn into knowledge for a team support model.
Volunteers - Motivations or Rewards
Turn-over
US hours with only 1 support

Is the group owner tired of doing something he does in conflict with his own rules?
t
30 day plan
Agree on outcomes
60 days finalize short term and long term components Models and deliverables in the cloud
90 Day Recruit
and Launch
Team Member
3
Harness the competitive advantage
Team Member 1
Team
Member
2
Volunteers are not experts who had the skill to moderate as the group owner earned the rights with wisdom and rules were implied not practiced
Balance
Audience
Higher Quality Standards
Requirement
Voice of the Customer; Our members tell us
they'd like to turn Knowledge into Action
Taking the wisdom to the next level
Members who have System Thinking skills are rare
Next - We need to develop the strategy with what's in it for me? (WIIFM)
Transform from 1 to Many

Slow Lane - direction Program Management
1. Differentiators - using System Thinking applied to problems
Harness the power of academic systems thinkers to complex problems
Identify sponsors
2. Identify Volunteers
Use Case
3. Identify Offer Components
Identify Tools
Identify Leaders
4. Identify Quality Measures
Measure as is
Measure ongoing performance for decisions

1. Projects which the group owner and one Team member were developing
2. Projects were managed by 1 person who was busy with the journal project.
3. Request to work with another volunteer was not honored nor passed along
Design Vision and Strategy
Collaboration
Phase Criteria
Early Trials
Use Case
Recruit
Interest
Readiness
Organize
Entry Criteria
Logical Order
Templates
Authored by Lisa Martinez
We need moderators and discussion facilitators or we need to
allow the person who
post to moderate.
STW Journal
UN Use Case
Define who can provide support
free with volunteers
North Bound - Members
Southbound- Volunteers
The highway analogy applied to a virtual team with new offers
A virtual team experience sharing the peaks and valleys.

The intent of this prezi intends to supply a typical challenge in virtual team support models.
In this scenario the support was entirely volunteers.
If managed as a new business we have greater success rates.
In this scenario the group owner has one vision and others are going at what they each felt was the goal.
No clear plan of action and formal agreements were made to support.
Please see the next set of prezi's
One World Online Coach Plan
Structured series of events for those who work together to initiate a new virtual or small business on the web.
Highway Analogy - The method prescribed for any business of any size to organize and inspire their risk model.
The online (cloud) templates and tools for use by any new business.
Manage your financials with online accounting tools in a cloud for the right results without the expense of managing all the infrastructures
Team Member4
Peaks and Valleys-Learning from any experience
Every start up goes through peaks and valley's
onboard volunteers
Scenario


Group interactions and a knowledge capture using wisdom of the crowds in a social media capability according to the elevator pitch
Discussions-a discussion may be posted by any member assuming the person moderates the discussion and the discussion relates to systems thinking
Jobs-not used much
Promotions-not used much
Membership-management

Discussions - A systems focused professional group moderated by the group owner whose also developed a series of videos to guide people in learning about systems thinking wiki, tools and knowledge used in authoring a book and another sponsored by Google to promote an eBook oR interactive book.
The STW concept was envisioned and developed by the group owner.
An online professional forum - A virtual network of senior academics skilled in "Systems"
Actors
Resource Cost in a 1 person model versus by volunteers without credit or a tangible incentive for anyone volunteering
Group Owner - 1 man running everything for a group who's aspiration and contributions appear nominal when applying the volume or quantified measurements are used.
Volunteers - Contributors, Observers, Students and Aspiring Experts offer to support the group in order to relieve the owner from some responsibility
Systems Thinking World Statistics
This measure is not inclusive of the project work
Some project work may be part of the process we are beginning to develop
Crew
STW LinkedIn group
Measure skill requirements
Effort to skill
Gap Analysis
Effort to skill
Potentially a good convergence with the Editorial roles by subject
Is now part of the project work
Next steps
END
Please provide feedback – thoughts expand
Crew
STW LinkedIn group
Measure skill requirements
Effort to skill
Senior Professionals
WIIFM
Publication on a subject
Expert Professional Criteria 1 of 2
System Thinking expert
Discussions and Comment Facilitator
Student or advanced professional
Expert Professional goal
Webinar - TBD
2. Develop and Manage Products and Services
Understand the market and competition

During this phase you have the opportunity
to determine the maturity of the offer.
Higher Risk
Medium Risk
Low Risk
Predicting the effort and cost structure results

In an medium or high risk model the management of cost to return must begin at entry into South traffic
Our scenario was running two use cases working towards a specific goal
The group owner has this knowledge and wisdom with very specific inputs and outputs
As a result we have the diagram above instead of the one shown here.
Prototype A
Prototype B
North Bound - Members
Southbound- Volunteers
onboard volunteers
Journal Project
Project - UN Use Case
In supporting the project we had two types of resource requirements.
People managing task in a tool and facilitator type resources.
Cost structure balanced against return below right

Prototype Phase in Design of new offers to market or in this case the prototype model of components with a few new making the existing fast lane or low risk of greater risk yet not entirely new to market.
1.1. Design the business concept and long term vision
Short term objectives and long term if all were well and cards fell into place for your vision.
1.2. Develop business strategy
How will you run the business initially, what cost structure and model.
Traditional
Virtual web
The value stream proposed in this model enables you and your organization to become ready for the offer to go live with predictable outcomes.
1.3. Manage Strategic Initiatives
In this case a few use case pilots would compare to the
manage strategic initiatives task.
Design Strategy and Value
Apply the Business Process collective agreement through APQC Framework
1.3. Manage Strategic Initiatives
APQC Framework for business process management
The top highway scenario has not balanced or provides a less mature organizational support model.

Unlike a typical business response to organizational gaps we would search for experts who are rare not likely to work in a task based management model.
If a management style is micro-managing or says one thing and when someone responds with qualified and quantified measurement presented in a structured format promoted by industry best practices. If the leader discounts and re-assigns the work to others, a skilled person will excuse themselves.

A manager has to have the leadership skills to work with others beyond command and control or in a bi-directional contribution model.

Applied Highway Model
Compare the top "as is" with the performance model
The initial team
a man from Poland in Terms of seniority in the subject of system thinking he was most knowledgeable and was respected by the group owner
a student in school in the UK
a woman aspiring to market workshops and a tool from the middle east
another man from the middle east who was simply happy for more task related support
and myself in the capacity of a learner - I wanted to learn and found the group through a professional connection.
Medium Risk - Middle Lane
Fair Market value pricing
a footnote on SEC reports
leadership changes
In this scenario, the leader is the owner. It's his way or nothing. The volunteers either continue changing to a task oriented support role or excuse themselves after closing out their open projects.

Managers with the leadership style incompatible with seasoned experts or highly skilled experts are task oriented or communicating about things they are not familiar with. Can you increase the skill or teach the leader to delegate often avoiding the negative outcomes from lower confidence? Not all managers need to know the experts subject matter, nor does a manager need to feel they are disadvantaged.

A manager only needs to know the worker has the teams interest or at the least will bring any risk to the manager. In return, the manager needs to be open and interested in addressing the problem.

Few organizations are going to release the manager or even demote one whose only interested in hearing their voice in meetings. A manager who talks the entire time during staff meetings.
A manager who knows it all.
A manager who takes credit for everything
Even though they are unable to recognize their team isn't following the practice they are taking credit for.
A manager who creates more work just to hire more people
If the requirement is only to look busier when less is better.
Why promote herding cats without investing in a litter box or a collar and leash?

How is the cultural mix in the managers team?
If a strong representation exist of one culture is the team similar to the community where you work?
If not, what are cultural norms in the country of origin.
Does the country have laws preventing violence against women?
If not, how did you
Is the team balanced with male and female?
Is the team a good mix of expertise?
Do the females get promoted or have senior roles?


You rarely know how these managers are behaving as they are well educated and typically smart enough to build a case to support their positions.
When something goes wrong, they are quick to blame an under-performer.

Would a manager with good intentions put an employee who is being documented for poor communications in the position which only can succeed with the strongest communication skills?

Would a manager with good intentions remove a male from his role and insert a female when the person must criticize the performance of the men on the team? Especially if the men are all culturally opposed to women or come from countries where violence against women is legal.
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