Managing performance in multi-country teams: IBM’s global talent pool

Abstract

This presentation examines performance management challenges in multi-country teams using IBM as a case study. Global teams operating across time zones and cultures often face inconsistent expectations, communication barriers, and accountability gaps. The case analyses IBM’s use of standardised global performance frameworks alongside culturally adaptive feedback processes, digital performance dashboards, and manager training in cultural intelligence. The presentation highlights how hybrid performance systems can support collaboration, motivation, and fairness in multinational teams. It concludes by outlining key lessons for organisations managing globally distributed talent.