全球化的到来增加了公司在不同地理位置工作的需求。这使他们能够提高生产力和竞争优势。它帮助他们理解不同的观点，并发展共同的愿景。这些公司中的虚拟团队依赖于人的价值观和用于集成人的技术(Saafein， & Shaykhian, 2014)。提供资源需要为员工提供无形的软技能培训、技术培训以及足够的技术技能，以保持高水平的绩效(Armstrong, 2013)。这一分析的主旨是，通过开发一个为公司开发最佳实践的顺序程序，可以最好地实现决策，为此，应该有一种适当的领导，帮助人们设计适当的决策。
Global software Development Company决定采用瀑布方法而不是敏捷方法，因为瀑布方法更有利于他们所运营的地理区域的最佳生产力(Tanner, 2010)。为此，公司采用了数据同化的策略，权衡不同的度量标准，并根据公司的最终需求以及公司现有的资源来形成解决方案。
在虚拟团队的情况下，他们是跨领域运作的。决策是公司团队成员经过商议后达成的共识。在这种情况下，团队成员首先陈述目标，然后吸收信息并为任务的执行开发理论。一旦实现了这一点，他们就会尝试考虑所需的不同可行方法。在此基础上，团队经过商议和执行计划，达成一致意见。这是一个需要遵循的顺序过程。在虚拟团队的情况下，这是很难实现的，因为在这个过程中涉及到很多变量。为此，有必要根据情况发展适当的领导。从这一点上，公司能够开发最佳实践方法。汇丰银行(HSBC bank)和全球软件开发银行(Global Software development bank)的案例研究，已被用来进一步分析它们之间的细微差别，以及这些公司是如何创建出源自正确领导计划的最佳实践序列的。总之，决策是由公司的正确领导创建的连续操作。
The advent of globalization has increased the need for the companies to work from different geographical locations. This enables them to enhance productivity and competitive advantages. It helps them understand about the different perspectives and develop shared vision. These virtual teams in the companies are dependent on the values of the people and the technology used to integrate the people (Saafein, & Shaykhian, 2014). Providing resources entails providing the personnel with intangible soft skills training, technical training and also the adequate technological skills in order to maintain high level of performance (Armstrong, 2013). The thesis statement for this analysis is that decision making can be best achieved by developing a sequential procedure of developing the best practices for the company and for this there should be the appropriate kind of leadership that helps people to devise the appropriate decisions.
Two real world cases of HSBC bank and Global Software development company as case study analysis to bolster the arguments.
Global software Development Company made a decision to follow waterfall methodology more than agile methodology, because it would favor best productivity in the geographical areas where they operate (Tanner, 2010). For this the company had used the strategy of assimilation of data, weighing in of the different metrics and formation of the solution was done based on the final requirement of the company and also the resources available in the company.
Companies should develop a best practice method in the decision making process based on their subjective requirements. To ensure that there is seamless flow of these operations of the company, there should be proper leadership and guidance for the people (Settle-Murphy, 2013). This is the second aspect of virtual teams that have been discussed in detail in the following.
In the case of virtual teams, they are operating from across the spectrum. Decision making is a consensus that is reached after deliberation by the team members of the company. In this case the people of the teams first state the objectives, next assimilate information and develop theories for implementation of the task. Once this has been achieved, they then try to deliberate about the different feasible methods that are required. From this, the team reaches a consensus after deliberation and implementing the plan. This is a sequential procedure that needs to be followed. In the case of virtual team, it is difficult to achieve this, as there are many variables involved in the process. For this there is a need to develop the appropriate leadership based on the situation. From this the companies are able to develop best practices approach. The case study of HSBC bank and Global Software development bank has been used to further analyze the nuances and how these companies had created a best practice sequence that had stemmed from the right leadership plan. To conclude, decision making is sequential operations that are created by the right leadership of the company.