The Remote Work Conundrum

Depending on whom you ask, remote work is the best thing after sliced bread or perhaps one of the good outcomes of the unfortunate Covid 19 pandemic. Before the uncharted global impact of covid-19 (God rest the 3 million souls that succumbed to it), the conversation around the evolving nature of work/future of work was very rigorous albeit quite future-focused. The view was that it was an emerging trend, an unfolding but sure reality we can all expect in the not-too-distant future. No one thought parts of that future would be significantly accelerated and in a few months too.

Following the first few weeks of the enforced remote work and some hilarious struggles (particularly for those of us who had to coordinate remote work and school), and thanks to the abundant helpful articles and literature on WFH, it appeared the world had come to embrace and accept the reality of remote work, remote teams, and remote relationships (my addition). The internet was awash with case studies of adaptation and some interesting perspectives of how not to do remote. Organizations like Twitter, Alphabet, Facebook (actually most of the big techs) were quick to show their support for the new trend, some even declaring that majority of their employees will likely go fully remote.

The reason for the glowing reviews is not farfetched. A compilation of analysis by review42.com outlined several benefits for both employees and employers like productivity gains, cost optimization, improved wellness and engagement, reduced turnover, etc. However, there are cons as well. These include increased feelings of loneliness, communication barrier, increased IT risk, challenges around sustaining team and organizational culture, etc. But most may agree that the benefits of remote work likely outweigh the disadvantages.

But, the big question is, how sustainable is remote work in the long term?

What is the optimal model for remote work? Can all work be done virtually? Are some models more appropriate for different business models and organizational contexts? Can everyone be effective in a remote work environment?. These questions are relevant in the face of recent backtracking (or shall I say clarifications) by some big techs and financial services organizations.

My humble submission is this: the future of work is here! Let's embrace it but ensure that our organizational posture on this reality is appropriately adapted to support our corporate strategy and culture. In other words, determine (through engagement) what works best for your organizational context, ensure this is supported by appropriate policies, processes, and infrastructure, and socialized and accepted by all key stakeholders.