The strength of a well set-up virtual organisation is its flexibility and capacity to change. This must permeate every part of an organisation that plans to survive for more than a few more years. But where does the learning and change process begin? Using a virtual company model might be a good solution for an on-going function like marketing, facing changing demands, but it is also a good solution for major cross-functional projects. Setting up a virtual company specifically to deliver a project can provide an alternative to conventional sub-contracting that reduces management costs at the centre. For example, the Building Research Establishment has developed a working model that delivers a web-based project management tool allowing real time access for all construction project partners to working drawings, minutes of meetings and project reports.
The survival of businesses will not depend only on speed and strength, but more on the capacity to adapt. Most companies change too slowly and in steps rather than accomplishing continuous change, which can effect complete transformations in months rather than years. Conventional corporate structures do not have that ability. Virtual companies do.
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