To resolve these challenges, a 5-phase approach is proposed:

1. Data Gathering: This involves a systematic collection of information about current work practices, collaboration tools usage patterns, internal communication, and the team's performance.
2. Analysis: This phase involves dissecting the gathered data to pinpoint the issues and challenges.
3. Recommendations: Based on the insights gained, specific recommendations for improving virtual team productivity are formed. This can include new collaboration tools, training requirements, and changes to communication protocols.
4. Implementation: This includes the rollout of the proposed changes along with monitoring systems to ensure adoption and adherence.
5. Review: Periodic reviews are done post-implementation to ensure the effectiveness of the changes and make the necessary adjustments.

Understanding the possibility of ambiguity around the proposed strategies, it is imperative to elucidate certain aspects. Firstly, the data gathering phase will not cause any disruption to the team's operations, as it is designed to be non-intrusive and largely observational. Secondly, specific analytics tools are utilized during the analysis phase to enable accurate and unbiased findings. Lastly, the review process is designed to be iterative, with key learnings and insights from one review feeding into the improvement steps of the next cycle.

• Increased Collaboration: By addressing the issues hampering collaboration, team members can effectively work together, regardless of the geographical distance or cultural differences.
• Better Communication: A more structured communication approach will ensure seamless and efficient information flow across teams.
• Gains in Productivity: Improvement in team collaboration and communication will ultimately lead to optimal utilization of resources,, driving higher productivity levels.
• Enhanced Employee Satisfaction: By reducing hurdles in remote working, employee satisfaction levels are expected to see a significant rise.

Case Studies

If we look at the case of "IBM", they successfully employed virtual teams across continents and reaped productivity benefits by investing in team-building and communication technologies. "American Express", through a well-structured virtual team strategy, managed to save over $10 million in one year, as reported by Global Workplace Analytics.

Sample Deliverables

• Issue Diagnostic Report (PDF)
• Virtual Team Improvement Strategy (PowerPoint)
• Implementation Roadmap (Excel)
• Change Management Toolkit (PDF)
• Post-Implementation Review Report (MS Word)

One of the key recommendations includes fostering a shared sense of mission and purpose among the teams scattered across geographical boundaries. A culture of trust and mutual respect could substantially improve collaboration and coherence among virtual team members.

Proper training programs on using collaboration tools and platforms, coupled with best practices to avoid technological glitches, can significantly improve team coordination and communication.

For global firms like the one in question, managing teams across multiple time zones is an inherent challenge. It is essential to establish 'core hours' where all team members are available, thus facilitating real-time communication and decision-making. This strategy must be flexible enough to accommodate the personal lives of employees while still meeting the business needs. Tools such as World Time Buddy or Every Time Zone can help in scheduling meetings that suit all team members. Moreover, asynchronous communication methods, such as shared documents and recorded briefings, allow for contributions at each team member's convenience without losing the context of the discussions.

Cultural nuances can significantly impact virtual team dynamics. It is crucial to provide cultural training that goes beyond the dos and don'ts, delving into understanding different communication styles, decision-making processes, and conflict resolution approaches. Companies like Ernst & Young have developed frameworks that emphasize the importance of 'inclusive leadership' in global teams. This involves leaders who are aware of their own cultural biases and are skilled at making team members from various backgrounds feel valued and understood. Such training can be delivered through e-learning modules, virtual workshops, and facilitated group discussions.

Performance metrics for virtual teams should be clearly defined and communicated to ensure everyone is aligned with what success looks like. Traditional performance indicators might not fully capture the nuances of virtual teamwork. Instead, a combination of quantitative and qualitative metrics, such as project completion rate, client satisfaction scores, and peer feedback on collaboration, should be considered. Gartner's research underscores the importance of 'smart' metrics that are Specific, Measurable, Achievable, Relevant, and Time-bound, tailored for virtual environments. Regular check-ins and virtual team-building activities can also help in maintaining high performance and morale.

While the company has already implemented digital collaboration tools, it may not be leveraging them to their full potential. A common mistake is the redundant use of multiple platforms that serve similar purposes, leading to confusion and inefficiency. A thorough evaluation of the existing tools, possibly guided by insights from Accenture's digital transformation expertise, can help streamline the technological stack. Furthermore, the organization should consider integrating project management tools with communication platforms to create a seamless workflow. For example, Slack's integration with Asana can enable teams to update tasks and communicate within a single interface, reducing the need to switch between apps and thereby saving time.

Leadership in a virtual environment demands a unique set of skills. Virtual team leaders must be adept at managing projects and people without the benefit of face-to-face interaction. Training programs focused on virtual leadership can be instrumental in equipping leaders with the necessary competencies. According to Deloitte's insights, virtual leaders should excel at building relationships, communicating clearly and frequently, and fostering collaboration. These skills can be developed through targeted training modules, mentorship programs, and participation in leadership forums.

The lack of a structured remote work strategy is a critical gap that must be addressed. The strategy should outline clear policies on work hours, availability expectations, and the use of digital tools. It should also provide guidelines for maintaining work-life balance while working remotely, which is essential for long-term sustainability. PwC's 'Remote Work Survey' reveals that a well-defined remote work strategy not only boosts productivity but also contributes to employee well-being. The strategy should be developed with input from employees to ensure that it resonates with their needs and is fully embraced by the team.

To close this discussion, the success of virtual teams in a global technology firm hinges on effective communication, cultural understanding, performance measurement, technological optimization, leadership development, and a comprehensive remote work strategy. Addressing these areas with a systematic, data-driven approach will enhance team efficiency and yield significant business outcomes.