The digitalized workplace enables global organizations to have employees and teams virtually interacting across nations and time zones. Previous research notes that increased global interactions and collaboration require organizational adaptation, e.g., new skills and strategies. The future research agenda addresses a need to explore how diversity impacts organizations and provide practical findings on cultural diversity management. This paper aims to explore how leaders manage cross-cultural and nationally dispersed teams. The aim is to interpret leaders' experiences and perceptions to understand management practice in a global organization. This paper presents qualitative empirical findings on leadership experience and diversity management strategies in a global organization. The result emphasizes the im-portance of creating organizational resilience to cultural diversity and fostering capabilities to handle biases and learn how to leverage diversity. The results contribute to diversity management research and the understanding of cultural intelligence as a part of the overall business adaptation to increased global communication and collaboration in a digital era.