In the last decade, Portugal has become a reference point in the international operation of SAP services [Sistemas, Aplicações e Produtos]. This evolution brought with it teams distributed in various locations, integrated into large-scale projects and with different cultural realities. However, the biggest challenge of this model is not the physical distance, nor the technological tools that support it. He’s in the lead.
Leading distributed SAP teams requires a different way of thinking than that which, for decades, marked traditional project management. The focus stops being the detailed control of tasks and becomes a more demanding skill: promoting collaboration, autonomy and alignment in a team that rarely meets in person. Along my journey, I learned some lessons that I consider essential.
Clarity trumps control
When a team doesn’t share the same space, the little informal signs that so often help guide work disappear. Therefore, clarity plays a decisive role. It is necessary to explain the purpose, define responsibilities and establish priorities rigorously. It’s not about imposing rigidity, but about ensuring that each person knows exactly what is expected of them and can work with confidence. Well-oriented teams don’t need constant surveillance, they need direction.
Culture does not happen by chance
Trust is the foundation
The temptation to micromanage grows when leaders cannot “see” the work happening. However, this impulse only weakens performance and reduces autonomy. Distributed teams work best when based on trust: trust in each professional’s competence, decision-making capacity and sense of responsibility. Substituir a supervisão constante por mecanismos de acompanhamento claros é essencial para criar equipes mais maduras e eficazes. When trust exists, productivity increases and team spirit strengthens.
Communication is a leadership skill
Communication loses naturalness when there is no face-to-face contact. A less clear message can generate misunderstandings that amplify with distance. What used to be resolved in a quick conversation now requires intention: communicating better, clearer and more frequently. Leading global teams involves becoming an excellent communicator. It requires active listening, anticipating doubts, reinforcing messages and creating a context where information circulates without friction. Alignment does not happen by osmosis, it is built every day.
Hoje, as equipas distribuídas são uma realidade estrutural das organizações tecnológicas, e o setor SAP não é exceção. But the success of this model does not depend on the number of countries involved. It depends on the leadership. Leading in this context means inspiring, guiding, uniting and creating the conditions for each person to contribute to something greater. And this, more than a challenge, is a transformative opportunity.
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