Virtual Practice

While virtual working has been practised for several years in most organisations, Ashridge Consulting’s research shows that it remains in most cases a big challenge and often an unsatisfactory experience for those involved. However, globalisation combined with the increasing pressure to protect our environment and to cut travel costs make the capability for organisations to meet, socialise, think, work and learn virtually a real strategic asset.

Over the last three years Ashridge Consulting has been helping several global teams and leaders to drastically improve their virtual working and leading across the world. One example is the work we did in the Ashridge-Alfa Laval Virtual Strategy Development Process with 30 managing directors and vice presidents plus four executive board members.

At Ashridge Consulting our approach is based on in-depth ongoing research and is highly flexible. It articulates itself around the following main categories of intervention:

• Enabling leaders to lead virtually
• Virtual Team building
• Developing facilitators of virtual meetings
• Developing facilitators of virtual action learning (according to our own virtual action learning model)
• Facilitating virtual action learning ourselves
• Facilitating virtual strategy engagement and change processes.

In most cases 100% of our development and consulting work happens in the virtual space and is highly experiential and experimentation based.

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