We’re all familiar with the promise of global operations. It’s not just about accessing big new markets—the bigger payoff, most people agree, comes from expanding the firm’s talent pool and bringing together a diversity of perspectives that will combine to make the firm more productive and innovative.
Well, that’s the idea, but as many people who’ve actually worked on a global team know, the reality often feels very different. The team from head office feels like it’s carrying the folks working remotely, while the latter feel they’re ignored and undervalued.
To get insight into how to stop that from happening, I recently visited professor Tsedal Neeley, who studies and teaches global teamwork at Harvard Business School. What follows is an edited version of our conversation
HBR: What is the biggest challenge of leading a global team? Continue reading here.