Global teams research

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We are starting a major new research programme.

Clients in all sectors tell us that making global teams work well is critical, and very difficult. In all the talk about globalisation and cultural differences, there is very little insight on how global teams and projects actually work.

These global teams may be serving clients; managing the supply chain; working on design, strategy, research, sales or operations. We are finding that corporates and NGOs find it hard to make global teams work well. The challenges of culture, goal and role clarity, decision making, fair process, reward and recognition are even greater than with domestic/national teams. There is little help available to practitioners on how to make global teams work. The goal of this research is to find out what makes the best teams succeed, and how other teams can also succeed. So far, some of the other scheduled participants in this research effort currently include: The British Council, NTT, Vodafone, Medecins Sans Frontiers, P&G, Unilever, Bain and BCG. We expect more to join as the research progresses.


If you are on a global team, we would like to interview you for up to one hour. The interview can take place by Skype or in person. No preparation is required on your behalf. We would like to follow up the interview with a short online survey for all team members to complete. Send an email to


The interview and the survey are, of course, confidential. The overall results will be published in a major book to be released by Pearson/FT in 2017. We will only share any case examples where they are positive examples: we will send you a manuscript in advance to ensure that there are no factual inaccuracies. We will also be happy to share with you the overall results in advance of publication, with a short analysis of how your teams compare to the benchmarks.


If you are not on a global team, we would be grateful if you could point us to any colleagues who are on global teams and who might be willing to take part in the research.

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