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A Model for the Virtual
Team New Idea Factory:Leveraging a Path TowardGoal Achievement
Dana E. Jarvis, MPA, MSW
Visiting Instructor, Duquesne UniversityAuthor, 7 Essentials for Managing Virtual Teams
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IntroductionEmployee Engagement
Innovation SnapshotVirtual Team New Idea FactoryVirtual Team Goal Achievement
Conclusion
Table of Contents
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Introduction
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http://www.gapingvoid.com/ms2128.jpg8/7/2019 Jarvis_Virtual Team New Idea Factory
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True Value of Ideas
If a virtual teams new ideas can be nurtured and
Brought to Life
then it will be one step closer toward
Goal Achievement.
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Maximize performance results?Achieve mission-focused outcomes?Enhance employee engagement?Increase positive client interactions?
Improve overall competitive advantage?Retain and leverage top talent?Accelerate knowledge, skills and tools?Advance projects in a successful manner?
Capture ideas for business application?
Do you want your Virtual Team to
then read on
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Employee
Engagement
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FACT
In the Average Organization,
74% of All Employees are
Either Unengaged or ActivelyDisengaged! Operating at
Only Two-Thirds Capacity,
this Results in a LOSS of
About One-Third of the
Organizations Payroll!
Source: The Gallup Organization
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The Conference Board published Employee Engagement,
A Review of Current Research and Its Implications in
2006 which reviewed research conducted by 12 major
research companies on employee engagement. Lookingacross these studies resulted in employee engagement
being defined as:
A heightened emotional connection that an employee
feels for his or her organization, that influences him or her
to exert greater discretionary effort to his or her work.
What is Employee Engagement?
Source: http://www.thepracticeofleadership.net/2007/03/11/defining-employee-engagement/
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The Gallup Organization created the Q12.
These are 12 questions about Employee
Engagement. One of the Q12 questionsfocuses on opinions, which is the source of
many employee ideas:
At work, my opinions seem to count?
Key Employee Engagement Question
Source: http://www.workforce.com/section/09/article/23/53/40.html
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InnovationSnapshot
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The world's most innovative
companies make their own luck.They plunge ahead on new ideas even though
they know most will fail. "You have to go down
blind alleys," says Jeffrey P. Bezos, founderand chief executive of pioneer online retailer
Amazon.com Inc. "But every once in a
whileyou go down an alley and it opens upinto this huge, broad avenue. That makes all
the blind alleys worthwhile."
Source: http://www.businessweek.com/magazine/content/04_41/b3903462.htm
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2011
Source: http://www.fastcompany.com/most-innovative-companies/2011/
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What does a culture of
innovation look like?
http://www.xinminss.moe.edu.sg:1285/xonews/SEA2005/P6170804.JPG8/7/2019 Jarvis_Virtual Team New Idea Factory
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Kaizen Change for the Better
Sample Companies
that have Benefited
from Kaizen:
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Virtual TeamNew IdeaFactory
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Increased virtual distance leadsto significant decreases in major
performance indicators, includinginnovation, for the Virtual Team.
A.TrueB.False
Test Your Knowledge of Virtual Teams
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Answer: True
Increased virtual distance
leads to significant decreasesin major performance
indicators for the VirtualTeam.
Solution:
Test Your Knowledge of Virtual Teams
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Virtual Distance
1. Physical Distance geographic,
temporal and organizational.
2. Operational Distance size of team,
how often team meets face-to-face,
degree of multitasking with other teamsand degree of skills of members to
engage technology.
3. Affinity Distance (most important)
degree to which team members share
cultural values, similarities in
communication style and attitudestoward work, how much team members
feel dependent on each other for
success, amount of time of previous
work together, shared social networks
and degree and source of power.
Lojeskis Measure-Focused Research
HIGH VIRTUAL DISTANCE =
DRASTIC PERFORMANCEDRASTIC PERFORMANCE
DECLINE FOR VTsDECLINE FOR VTs
93% Innovative Behavior
83% Trust
80% Job Satisfaction
50% Team Performance
30% Team Leader EffectivenessSource: http://sloanreview.mit.edu/files/saleable-pdfs/50412.pdf
Increase in Virtual Distance =Decrease in Virtual Team Performance
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Increases Employee Engagement
Raises Bar of Excellence Across the TeamEnsures Growth in Goal AchievementBuilds Collective Brain TrustEnhances Internal InfrastructureStrengthens External Market PositionEstablishes a Learning and Doing Culture
Benefits of Having aVirtual Team New Idea Factory
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Where do New Ideas come from?
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1. Assess the Culture2. Conduct a Gap Analysis
3. Establish New Idea Criteria4. Gain Senior Leadership Buy-In5. New Idea Factory Value Statements6. Establish Factory Protocols7. New Idea Incubation
8. Implement the New Idea Factory9. Continuous Improvement Analysis
Steps Toward Building a Virtual Team
New Idea Factory
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Currently, how do we gain virtual team member ideas?What do we do with team member ideas? Is there reward/recognition for new ideas?
Do we have any success stories?What barriers inhibit new ideas on our virtual team?How do we value innovation and creativity?What is our level of risk tolerance?Who might be a champion on the New Idea Factory?
How will we get senior leaders on board?
Assess the Culture
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Conduct a Gap Analysis
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Establish New Idea Criteria - Examples
Operational Efficiency
Project Effectiveness
Product Enhancement
Reduced Cost
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New IdeasVirtual Team Goal AchievementBenefits of Virtual Team New Idea FactoryResults of Virtual Team New Idea Factory
Cultural ImplicationsPilot ProgramsChampion NetworksLeadership CirclesStrategic Imperative
Gain Senior Leadership Buy-In
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We believe in New Ideas on our Virtual Team because
-
--
-
-
- these become momentum builders.
Establish Virtual Team New Idea FactoryValues Statements
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New Idea Incubation
New
Idea
Yes
No
M
ay
be
To
Field
New IdeaIncubation
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Implement New Idea Factory
The Marketplace The Virtual Team
New Idea
Performance?
New Idea
Performance?
Goal Achievement
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New Idea Factory Principles
Core Principles of New Ideas Virtual Team ImplicationsNew Ideas can be generated anywhere,anytime, anyplace by anybody.
There must be a systematic responseto generate, evaluate and implementNew Ideas.
New Ideas should be focused onimproving something: people,operations, product or service.
The people on the front lines areexperts at understanding whatspecifically needs improved.
A culture for risk tolerance must be inplace for New Ideas to blossom.
For every 100 ideas that fail, there isone Breakthrough New Idea.
New Ideas should be a part of a largercontinuous improvement project.
Virtual teams must focus onimproving, changing and adapting orthey will surely become irrelevant.
New Ideas need Champions to bringthem to life.
An idea is only an idea unless there ishuman and organizational action.
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Virtual Team
Goal
Achievement
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Virtual Team (VT) Goal Achievement
Generate New Ideas
Evaluate New Ideas
VT Goal Achievement
Implement New Ideas
Adapt Accordingly
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LOW
# Ideas
HIGH
# Ideas
HIGH
Performance
LOW
Performance
VT Goal
Achievement
Virtual Team Goal Achievement
Higher Return on Net AssetsEnhanced Product Diversification
Increased Revenue
Strengthened Product Application
Enhanced Service Quality
Decreased Operational Cost
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Virtual Team New Idea Factory Virtual Team Culture
Focused & Aligned
Its All About Alignment
Virtual Team
Goal Achievement
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With so many virtual teams failing to deliver
stellar results, it is time to accelerate the
talents of team members. No longer canteam members be passive voyagers on the
virtual journey. Todays virtual teams must
collectively share, evaluate,
implement and adapt new ideas for the
good of the group. Through their creative spiritand focused innovation, ideas will translate into
action. The end result will be an enhanced
position towardsgoal achievement
.
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Dana E. Jarvis is a Former U.S. Marine who has a track record of
success as a Manager of Project Services, Management Consultant,Human Resources Director and Visiting Instructor. In writing the 7
Essentials for Managing Virtual Teams, he built on his experience on
virtual teams as well as his leadership in developing and deploying
Corporate Universities, leadership programs, performance
managements systems and employee engagement endeavors. As anorganizational effectiveness leader, Dana has presented at international
conferences and trained senior professionals in the U.S. Military,
Fortune 500 companies and large nonprofit organizations.
Meet Dana E. Jarvis, MPA, MSW
Dana E. Jarvis, MPA, MSW [email protected]/virtualteams
412.855.5369