Leo Burnett Case Study

Globalisation has led to many changes in the international marketing and global advertising industry. Many international companies have projects spanning a variety of nationalities, involving great geographical distances and a range of time zones. In this scenario, companies are forced to make virtual teams - which are comprised of members who are located in more than one physical location (Peters and Manz, 2007). This virtual team trait has fostered extensive use of a variety of forms of computer-mediated communication that enable geographically dispersed members to coordinate their individual effort and inputs (Attaran, 2002). In addition, commitment to a virtual team goal may be further complicated by the single or coherent line of authority if the members call from different profit and loss centres within an organisation or different organisations altogether (Bergiel at el. 2008). The need for a global mindset and technological expertise become critical for the success of virtual teams. Here we will be discussing the case study of the Leo Burnett global advertising company, which faced difficulties in managing their virtual team for the launch of their client OBC’s global product in the Taiwan and Canada markets.

1) Assume the role of an LB employee 2) a) What is your everyday environment like (assume this would be normally involve face-to-face teams)? Specifically, consider how you would fill your day, what the office environment would be, what would determine your work priorities and the nature of your relationship with your colleagues and your client(s) Leo Burnett is a global advertising agency and offered its clients a wide range of marketing and communications services and products. Employees are working as multidisciplinary face to face [virtually] teams to perform client’s requirements. As a full service agency, employees are interdependent and formed separate for each client’s brands. At any given time each of the team members could be part of more