This case study describes how Alfa Laval instigated and deployed virtual working to develop the response to a major strategic initiative.
The challenge was to engage the top 30 managing directors located in countries across the globe in a six‐month project timeframe.
The solution was to engage Ashridge Business School and specifically its expertise in working virtually and in developing strategy processes.
The main thrust of the paper is to describe the important design parameters that ensure successful virtual strategy development as well as some of the tangible benefits this approach has compared with traditional strategy development processes.
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