How can executives maximize the effectiveness of large, diverse teams, while minimizing the disadvantages posed by their structure and composition, in the effort to strengthen the organization’s ability to perform complex collaborative tasks? Executing complex initiatives like acquisitions, merger or an IT overhaul requires a span of knowledge that can be provided only by teams that are large, diverse, virtual, and composed of highly qualified team members. But the very same characteristics become a problem in collaborative teams. I have worked as a software engineer in an IT outsourcing firm in India. The major problem we faced while working with the team overseas was collaboration with team members. The team size would range anywhere from 20 to 200 people. The reasons for lack of collaboration were mainly due to time difference, communication gaps, organizational culture and the age.
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