Case study
How does a newly formed remote team become a strategically aligned communications team?
The initial situation
Following a global reorganisation, a new corporate communications team was formed for Western Europe. Although the team members knew each other from previous collaborations, this was the first time they had worked together as a real team with new reporting lines and without the possibility of face-to-face meetings. Their roles, tasks, collaboration and their own strategy were unclear amid the conflicting demands of global and local requirements.
The company
- Regional marketing and sales unit of an international medical technology group
- 95,000 employees worldwide
My assignment
Supporting strategy development, clarifying roles and collaboration, moderating virtual workshops and team development in a remote setting.
My approach
Designing and moderating virtual team workshops (supported by a virtual collboration tool – Concept Board)
Creating space for existing uncertainties, personal exchange and team life
Focusing on influenceable topics, precisely because many framework conditions were still open (focus on self-efficacy)
Developing concrete agreements. respornisbilities and processes
Striking a balance between global requirements and local country needs
The result
- Regional communication strategy with concrete goals, topics, measures and KPIs for measuring success
- Clear agreements on communication, cooperation and task distribution within the team
- Jointly developed attitude towards the tension between global and local requirements
- Strengthened team spirit despite purely virtual cooperation