Once again we find some commentary in the press about the questionable management techniques in some large corporations. This time the commentary is about Yahoo! — again. Specifically, the New York Times Magazine had an extensive article by Nicholas Carlson titled “What Happened When Marissa Mayer Tried to Be Steve Jobs” in its 21 December 2014 issue.
Although the Times article covers a number of management mistakes made by the highly paid ($117 million over 5 years) Mayer, I was particularly struck by a section about Mayer’s management style:
Continue reading It’s the management, stupid — again
Every now and then an article appears in a media outlet decrying teleworking because of the alleged propensity of teleworkers to goof off instead of doing actual work. For example, the Washington Post recently published an article about the claimed gallivanting of Patent and Trademark Office teleworkers. The article was based on a report by the Department of Commerce’s Inspector General that several PTO employees were collecting for teleworking time when they weren’t really working. Quickly that intrepid California Congressman Darryl Issa demanded an investigation of the supposed malfeasance.
Next came an article in Nextgov, titled Patent Office Telework Scandal Not Really About Telework, claiming that it was all a case of mistaken attribution. Specifically:
Revelations of unprofessional behavior within the Patent and Trademark Office’s award-winning work-from-home program have been described as “telework abuses” by investigators and lawmakers — despite a lack of details specifically linking the problems to telework, mobile work advocates say.
They were abuses, sure. Fundamentally telework-related? Not so much, they say.
Surprise, surprise! It’s the Management, stupid, not the telework that’s the problem!
Continue reading It’s the Management, stupid!
The World View page in the 19 June 2014 Nature is titled: “Uprooting researchers can drive them out of science.” A key statement in the article by Russell Garwood of the University of Manchester, UK, is:
If they wish, researchers can now communicate more often, and just as easily, with colleagues in a different time zone than with those in the next office.
That’s the problem. The management techniques of science were developed in the time when scientists necessarily worked together in the same laboratory. Although the technology has changed, apparently the management attitudes have not.
Continue reading Young scientists need telework, not travel
What are the relationships between telework and organizational culture? Here is the Wikipedia definition of organizational culture:
the behavior of humans who are part of an organization and the meanings that the people attach to their actions. Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders.
One of the persistent questions I get about the impacts of telework is its effect on organizational culture. The fear is frequently expressed by the management of organizations considering adopting teleworking that somehow the teleworkers will become a sort of alien presence in their organizations. They fear that the teleworkers will be unable to adapt to the organizational culture and therefore will turn out to be a drag rather than an improvement to the organization’s operations and success. Continue reading Telework and organizational culture
There are two types of teleworkers: those who work primarily for a single employer (company, government, NGO, etc.) and those who are largely self employed. For those current or potential teleworkers who are considering a move to the ranks of the self employed the healthcare problem can be a serious barrier to the move. It can be an anxiety-producing experience to think about leaving an employer who provides a good health plan, particularly if you have a family to worry about. Raise your hand if you’re a would-be independent teleworker who’s hesitating because of healthcare concerns.
Relax. Obamacare, the silver bullet, is here — sort of. You now can be in the position where the healthcare issue is no longer an impediment to your entrepreneurial spirit. You can work from, or near, home, regain control of your life, watch your family grow up, reduce your stress levels and maybe even live longer.
If you can get signed up for Obamacare (also known as the Affordable Care Act or ACA).
Continue reading Telework, Obamacare and IT management
As we have seen in the news lately there seems to be a fad in Silicon Valley based on the idea, particularly for companies that are currently in trouble, that togetherness is an absolute requirement for rescuing the company from a fate worse than death. That is, according to this theory, productivity, innovation and creativity only happen in groups of people constantly engaged in face-to-face communication. So if the company can only get all of its people collocated as much as possible great things will automatically happen.
I have mentioned in previous blogs that I don’t believe this theory, based both on my personal experience and survey evidence we have collected over the years. I think that these companies might better spend their time improving their management capabilities rather than herding all their employees into some mental gymnasium. Let me explain this with my own assumptions. Continue reading Productivity, innovation, creativity and telecommuting
Two interesting news items came in today concerning telework and telecommuting. One was a report on CNN by a “British-American entrepreneur, professional skeptic and the author of “The Cult of the Amateur” and “Digital Vertigo” giving five reasons why the traditional office is going out of style. Another Eureka moment.
The second item was in the Jan Jose, CA’s The Mercury News blog Silicon Beat with the headline “HP reportedly calling workers back to the office” forwarding a rumor that Meg Whitman’s HP has caught Yahoo’s Marissa Meyer bug. HP’s reasoning, like Yahoo’s, is that the move to haul in the teleworkers is necessary to “create a more connected workforce and drive greater collaboration and innovation.” I won’t repeat the questionable logic of that statement here since it’s in prior blogs.
The clear conclusion of these two items is that telework will dominate the office of the future except, maybe, in Silicon Valley.
Recently the New York Times ran an OpEd piece on the changes in urban sprawl, particularly suburban sprawl. The Times also asked for comments on the work-at-home aspects of sprawl. Here are my slightly expanded comments [not published by the Times because of length or . . . ].
The suburban sprawl (or not) trend is indeed a mixed bag. While some home owners, or prospective homeowners, may be moving to newly vacant homes in the suburbs, others are moving back into the city to occupy former office space converted to residences. Part of this is a result of the growing disconnect between where one works and where one lives. Just a few years ago the flight to the suburbs was driven by escalating land prices in the central cities; home-owning hopefuls went for affordable housing even at the price of long commutes to offices in the central cities. For many those commutes have since become telecommutes. Continue reading Urban sprawl revisited: the suburbs
One of the most fundamental—and most often ignored—considerations in the development of telework programs is the teleworkability of the organization itself. How capable is an organization of making the behavioral changes that might be made necessary by teleworking? Just as not all workers will make good teleworkers, not all organizations can easily adopt teleworking. Here are some criteria for assessing the likelihood that a particular organization will successfully embrace teleworking.
In case you haven’t heard it yet, Marissa Mayer the new leader of Yahoo! has decided to terminate telecommuting for all Yahoo! employees as of June. Not just some telecommuting, all telecommuting. Her reasoning appears to be:
- Yahoo! needs to be more competitive;
- competitive organizations always have all their employees in the office every day so that they can interact with each other;
- therefore Yahoo! needs to have all of its employees in the office every day so that they can interact with each other and be more competitive!
The only problem with that syllogism is that statement 2, although generally applicable around the time of Abraham Lincoln, is wrong for most information-based organizations in the 21st century. Here’s why.