Chapter 24. Building the Business Case to Executives for Virtual Teams

Michael Beyerlein, Susan Beyerlein

Deliberate change in organizations depends on investing appropriate amounts and types of resources. (Accidental and incidental change also consumes resources.) When a company moves toward introduction and increasing reliance on virtual teams, success depends on investing money, attention, time, and other resources. There may be a dozen initiatives competing for those resources. Underinvestment means mediocrity. So the leaders of the initiative have to convince top management that this is a smart investment: it will pay big dividends to do it right. The business case provides a structure for that argument.

Although work groups have been around ...

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