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There are plenty of virtual/non-virtual permutations and combinations, and plenty of opportunities for befuddlement that need defogging.

A recent client inquiry called upon our knowledge of managing a "global matrix comprised of virtual teams." A global matrix comprised of virtual teams sounds quite daunting. In many respects, it is quite daunting. However, the principles of effective matrix management which apply to cross-functional teams located on the same corporate campus or on several corporate campuses, apply equally to a global matrix where team members are arrayed in virtual teams like so many connecting dots in a cybertrapezoid. In fact, the key problem needing attention was not related to the "virtuality" of the team or the matrix at all, but was instead a classic matrix management syndrome which would create conflict and confusion whether down the hall or on another continent.