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By Roswitha A. van der Markt (More) • Last updated on October 04.01.2024, XNUMX • First published on 04.03.2016/XNUMX/XNUMX • So far 5240 readers, 1125 social media shares Likes & Reviews (5 / 5) • Read & write comments
Google, Microsoft, WordPress let their employees choose when and where they work. They don't have their own fixed Workplace”. Her workplace is her laptop with smartphone, seven days a week, 24 hours a day, worldwide. But how works Guide digital global?
For many Companys Digital working across locations and national borders is already part of the Everyday life. According to a study by RW87 CultureWizards, 50% of the management and 3% of the employees of multinational corporations do some of their work virtually. Nevertheless, European studies show that in Germany in particular Trust towards colleagues in the "home office" is still missing - and not just from management, but especially through teammates.
Most of them sit in their virtual collaboration with colleagues, customers and employees still at their office workplace and so in Germany the “digital Revolution” haven't arrived mentally yet. One remains in old thought patterns of performance control and time recording. Only those who are present work properly: "What, he goes to the park with the children in the afternoon, when does he work then?" With this old way of thinking, modern working models mutate from the blessing of Work-Life-Integration to a massive burden of 24/7 availability.
Managers mean by introducing and training the new ones Technology everything is done. But the implementation latest IT-Systems that allow flexible working and collaboration with Team- Ensuring colleagues from any location is not enough to establish modern working models. State-of-the-art IT is just the ground on which the "new way of work" can be designed. Digitization and flexibilization are strategic guarantees of success, crucial for the sustainable Success but is the Culture of trust: in the company. Trust is the most important success lever for virtual teams. The essential key to this is Communication. Only personal exchange and mutual Esteem lead to trust.
Studies underline the building of trust is a common challenge in decentralized teams: In a survey of 30.000 employees of multinational companies (3), 2012% stated that it is difficult to develop trust in virtual teams , According to the survey, the biggest challenges are in virtual teammeetings:
In 33% of the interviewees, half of the team members did not live in their own country, so working in different time zones made communication difficult and burdensome. The biggest hurdle, however, was the understanding of cultural differences. Especially since 41% of the members of virtual teams have never met their colleagues personally.
Is that why some American companies like Yahoo, Best Buy and Reddit are backtracking and demanding more presence in the offices? – But there is no turning back: Cisco's Connected World Technology Report 2014 shows that 60% of workers in the US want such a flexible workplace. Also in Germany decide According to the Regus survey, 82% are in favor of flexible working models, trust-based working hours and home office and 60% would even turn down a job offer if this is not guaranteed. So, to attract the best talent, we should address these challenges with “good digital leadership.”
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Roswitha A. van der Markt is a management consultant and executive coach for HP, Siemens or SAP.van der Markt studied humanities in Munich, Amsterdam and Pretoria and has more than 25 years of international management experience, including as a managing partner of the world's leading management consultancy Accenture. She holds an Executive MBA from Harvard University in partnership with MIT, Sloan School of Management (Boston, Mass.). She is also Commercial Manager (Babson College) and winner of the German University Software Prize. Roswitha has been working since 1998 van der Markt as an executive consultant and coach for first and second level executives as well as an author and business speaker. Her international customer and experience background includes companies such as Accenture, Siemens, Fujitsu, Infineon, HP, Oracle, SAP, Allianz, BT, GE, Telekom, as well as outstanding medium-sized companies. As an expert in business transformation, change management, leadership and human performance, as well as strategy and organizational development, she oversees mandates in Eastern and Western Europe and the USA. She also held lectureships at Ludwig Maximilians University, Munich, the Otto-Friedrichs-Universität, Bamberg, the Technical University, Dresden, the IE Business School, Madrid and was project coach of the IEWS (Institute of EastWest Studies) and UNESCO for multi-national projects for the economic and democratic development of Eastern Europe She describes herself as a digital baby boomer and has been working as a digital nomad for almost 20 years. More information at rvandermarkt.com All texts by Roswitha A. van der Markt.
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