Why Global Virtual Teams Fail

Why Global Virtual Teams Fail: 4 Common Challenges in Cross Cultural Remote Collaboration

Cultural intelligence in global virtual teams is essential. Remote working is nothing new; however, more employees are working from home (WFH), and employers are realising they no longer require everyone to be in the same office.

The shift to a virtual workplace presents many challenges for people working in teams, but what challenges are presented when that team works all over the world?

In this article, we are going to explore 4 of the most common reasons global virtual teams fail.

What can managers and team members alike do to improve collaboration and perform successfully as a team?

The Impact of Cultural Differences on Global Virtual Team Performance

Research shows that organizations understand the impact of culture.

However, it also suggests that not enough is being done to

1. address negative issues
2. meet collaboration challenges
3. forge new ways of working that help teams achieve their goals.

Let’s look at some of the headline statistics.

These stats clearly illustrate that

• global virtual teams are important,
• that they need taking care, and
• if left to their own devices, things can go wrong.

1. Lack of Clarity in Goals and Direction in Global Virtual Teams

Right from the get-go, those working in virtual teams should be well aware of the group goals, the direction, and what the priorities are.

It is very common for those working in global virtual teams to get fed up with working within the structure, as they feel constantly lost.

Where teams have an ‘HQ’ or central office that makes decisions, changes decisions a lot, or simply has poor internal communications, this is especially true. Those working in teams elsewhere either don’t get the news or get it too late. This leads to all sorts of problems.

It’s crucial that virtual teams always know what they should be doing, why, how, and when.

2. Unclear Roles and Responsibilities Across Cultures

Within global virtual teams, this is perhaps one of the most impactful reasons for failure, as some cultures can differ dramatically in terms of expectations around jobs, tasks, and accountability.

Some cultures prefer a hands-on management style, whereas others prefer to be left to it. When the two mix without an understanding of this dynamic difference, it can lead to severe challenges around task completion, accuracy, and deadlines.

Team members need to be explicitly guided on what their roles entail and what responsibilities they carry for the team.

Individuals should also always be aware of how they fit into the larger team and who they report to, turn to for help, etc. The same is then true of virtual teams, being shown how they fit into the global picture.

Conflict is normal in any team, let alone in culturally diverse, global teams

3. Low Trust and Poor Cross Cultural Communication in Virtual Teams

Everyone who has worked virtually knows and understands the impact that not being physically present with team members has on the areas of trust and communication.

It’s not the same, and it’s for this reason that this is usually an area worked on in team coaching or training.

People need to know each other, understand one another, appreciate the other’s view, and learn to adapt to differences around communication and ‘getting things done’.

When a global virtual team is just ‘left to it’, what usually happens is that people form into groups and sub-groups, stifling the flow of critical information and business intelligence.

4. Weak Engagement and Limited Connection in Remote Global Teams

One could argue that this reason alone creates the conditions for all the other reasons mentioned above to take place.

Many professionals working in global virtual teams point to a lack of real engagement as resulting in not feeling challenged, having ineffective colleagues, dealing with conflict and lacking direction.

If there is no meaningful contact within the wider organisation, satellite teams can be left feeling unloved, disconnected, and marginalized. This does nothing positive for anyone.

It’s critical that virtual teams have not only lots of contact but that it is varied, purposeful, useful, and nurturing of the wider organizational values and goals.