CHAPEL HILL, N.C. – August 12, 2010 – With nearly one-third of employees working on a virtual team, global organizations are investing resources in helping people work better together across time zones, differing cultures, and conflicting workplace practices. Operating mechanisms, such as agreed-upon team operating principles, an online collaboration space, and flexible scheduling, help dispersed team members overcome the hurdles of working virtually.

However, global teams with established common processes and online tools still can suffer from failures and disappointments. More than 25 percent of global team disappointments, such as seeing a project get stuck due to lack of a decision-making process, stem from lack of management or inflexibility, according to "Building Global Capability: Creating and Maintaining Effective Global Teams," primary research conducted by Best Practices, LLC.

Download a complimentary summary at http://www.best-in-class.com/rr1016.htm. The summary includes selected best practices drawn from extensive primary research with 59 executives from 56 leading companies, including ExxonMobil, Hewlett Packard, Johnson & Johnson, Novartis, Pfizer, Procter & Gamble and Unilever.

The full 56-page report contains more than 100 benchmark metrics and 10 executive narratives, providing executives with global responsibility the tools, practices and techniques to help virtual teams work better together and achieve strategically aligned objectives.

Key topics of this primary research include:

• Why companies establish global teams
• How companies measure progress toward globalization
• Tools and practices that accelerate progress
• Practices that facilitate working with other cultures, time zones and workplaces
• How progress of individual global teams is measured
• Top improvement objectives for global teams
• Key lessons learned for managing global teams
• The biggest pitfalls to avoid in global team management