Exactly a year ago I wrote a blog entitled TELEWORK AND UNNATURAL DISASTERS: BREXIT. Today one or other of the versions of that disaster is almost upon us — or not. The United Kingdom and the European Union have been talking past each other for the past year. As a result the UK might just fall out of the EU with no formal political arrangements of any sort between them, an unnatural disaster indeed.
The UK’s prime minister is at odds with parliament. Parliament is at odds with itself. Both are at odds with large parts of the populace. The EU doesn’t particularly like the UK’s exit plan Brexit. There appears to be a growing part of both the populace and the government to say: “Oh, just forget it! We’re staying in the EU.” But, as I write this, the governments, at least, have to make some sort of formal decision by April 12th. Stay or leave and, if the decision is leave, what’s the deal? Very complicated.
So what is the benighted teleworking stiff to do? In my blog of a year ago I wrote about preparations companies and other organizations could make to weather the uncertainties. Some organizations have moved staff from the UK to Europe, particularly in the financial industry. Most, I suspect, have simply hunkered down and are hoping for the best. The more enlightened ones have adopted teleworking as a way to avoid disruption of their operations.
Brexit, if it actually happens — and particularly if there is no political deal, can have serious disruption in the transport of things between the UK and Europe. Telework, on the other hand, can allow the transport of ideas and data between the two without interference. Teleworkers in that sense have a comparative advantage over their non-teleworking colleagues. Companies and other organizations that have adopted teleworking should be able to get through the coming period of confusion relatively unscathed.
Telework to the rescue!?