Signs of the Corporate Death Spiral #5 : Have we learned nothing from Yahoo?

Every once in a while, I still come across a story about a book or books being banned, or even burned, in a local area or school system. And every time I hear a story like that I make the same , bad joke - "They are burning books? Burning them? I mean, have we learned nothing from Footloose?"

And every once in a while we come across stories of organizations that, in the spirit of the formerly great tech company Yahoo, pulling the corporate version of banning books, except is it about banning telework or remote work arrangements.  You probably caught the news that this week IBM's Chief Marketing Officer Michelle Peluso is effectively banning remote working arrangements for IBM's US marketing organization. Staffers will have to report to, (and in some cases relocate within commuting distance of), one of six US offices and (in her words), sit "Shoulder to shoulder" with their colleagues.

IBM Marketing employees who are unable or unwilling to cease remote work arrangements and report to one of the six offices will be essentially tendering their resignation, (according to reports).

Call me cynical, but my guess is Ms. Peluso herself will not have to suffer a 'forced' relocation to keep her job. I bet she already lives near enough one of the six offices. 

But the larger point, like Yahoo, Comcast, or any other organization that resorts to the 'No more remote working for anyone' card is sending a signal that they are kind of out of ideas on how to generate better ideas.

So they pull the 'More/Better ideas get generated when people are physically together' line and issue edicts like Ms. Peluso's and Yahoo's Marissa Mayer before that. And they are at least (partially) right. Sometimes great ideas do get generated when people are physically together.

But also true is that great ideas get generated when people are walking their dog, are in the shower, or sometimes when they wake up in the middle of the night and scribble something down on a pad. Keith Richards dreamed the riff for 'Satisfaction', woke up a 4AM and played the lick into a tape recorder on the night stand. He didn't come up with the legendary tune as Agenda Item #6 in an official Rolling Stones band weekly status meeting.

It seems like these kinds of blunt, non-differentiated, unscientific, (does IBM really know that working in the office will lead to better performance?), never work out in the long run.

The best talent that feels negatively impacted by this policy change will find their way to greener pastures. And other folks will feel forced by their employer to make incredibly disruptive life changing decisions in order to keep their jobs.

Ever have to hell an 11 year-old they have to relocate to a new city, new school, and make all new friends? Have fun with that conversation.

I don't know what is going on at IBM in a big-picture sense. But I do know the various IBM folks I have dealt with and do work with now (some are in Marketing), are all dedicated, intelligent, considerate, and a real pleasure to work with.

I hope things work out for them the way they want them to.

If Yahoo doesn't kill remote working, then Big Data will

A little bit lost in the continuing fallout from the decisions by Yahoo to end remote working arrangements for their staff, and Best Buy's move to end ROWE (Results Only Work Environment), at its corporate headquarters was this much more interesting, (and potentially more important), report in the Wall Street Journal, 'Tracking Sensors Invade the Workplace', that hints at a data-powered future workplace where 'being physically together' is not just mandated, but is tracked, recorded, and interpreted by algorithms and leveraged by management.

How exactly does Big Data, (which usually sounds kind of benign, or at least non-threatening), play a role in the future of telework?  Take a look at this excerpt from the WSJ piece:

As Big Data becomes a fixture of office life, companies are turning to tracking devices to gather real-time information on how teams of employees work and interact. Sensors, worn on lanyards or placed on office furniture, record how often staffers get up from their desks, consult other teams and hold meetings.

Businesses say the data offer otherwise hard-to-glean insights about how workers do their jobs, and are using the information to make changes large and small, ranging from the timing of coffee breaks to how work groups are composed, to spur collaboration and productivity.

"Surveys measure a point in time—what's happening right now with my emotions. [Sensors] measure actual behavior in an objective way,"

The next step in figuring out how people work, communicate, and interact in the workplace and with their colleagues involves wearing an always-on tracking device, (bathroom breaks optional), and harnessing all the data the device collects about who a worker talks to and for how long, how often they get up, when they hit the coffee room and vending machine, how long they stand waiting outside a conference room because the prior meeting ran long - all of this and more.  Mash up that 'experience' data with other electronic data trails (email, IM, internal collaboration tools, etc.), and boom - the data will be able to prescribe optimal amounts of employee interaction, recommend the timing and duration of breaks, send push notifications alerting you that the guy you need to connect with about the Penske account is two stalls away from you, and crucially - keep your managers informed about just what the heck you are up to all day.

But it seems really likely to me that if these workplace tracking sensors gain more well, traction, that organizations will quickly realize that the only way to really exploit them, and the data they collect to its fullest potential, will be in a traditional workplace environment - with all employees together in a physical location and 'on-duty' at the same time. Let's face it, for a remote worker wearing a tracking sensor probably won't produce much valuable data - unless its to try to 'prove' to a suspicious manager that a remote worker is slacking off.

The tracking sensors, if they catch on, will change the anti-telework argument from 'We need you to come in to the office so we can keep an eye on you' to 'We need you to come in to the office so we can track everything you do, say, touch, and feel all day.'

It's a brave new world out there my friends...

The next step in virtual work - part Robot, part Segway, part iPad

I am a little late to the party on this, (apparently this launched back in August), but since we are getting pretty deep into the holiday season and there is the slight chance that you, dear reader, have not yet determined what type of gift to bestow upon your favorite blogger, (that's me, by the way), I had to call your attention to the Double, probably one of the coolest, awesome, and most potential-filled workplace tools I have seen this year.

The Double is a kind of 'teleprescence on a budget' tool - part robot, part Segway, and part iPad - the clever device allows a remote colleague to 'drive' an iPad topped wheeled robot around the office, 'see' and be seen via a video conferencing application running on the iPad, and participate virtually in meetings, snack breaks, and probably even hallway chair races.

Check out the embedded video below to see the Double in action, (email and RSS subscribers will need to click through)

I told you that was awesome.

Some details on how the Double manages to be so cool: It uses a dual-wheel base, enabling the robot to navigate corners and make its way around rooms and other workplace facilities. It is controlled via any other iOS device, or through a web interface, which lets you travel throughout the environment, decide which height at which to place its iPad 'head', and of course, to converse with anyone (I suppose including other people's Doubles) in the room.

So while you probably want to drop what you are doing and order one of these beauties for me straight away, sadly the initial run of Doubles is sold out, according to their website. But fear not, the next batch will be shipping in early 2013 at a price of $1,999.

Don't worry, I will let you slide with the gift being late, it is really the thought that counts anyway!

A Critical Look at Telework

If you are at all interested in the role of telework for your organization, for your team, or even for yourself, I recommend taking a little bit of time to read over a recent research piece titled, 'The hard truth about telecommuting', published in the Bureau of Labor Statistics (BLS), Monthly Labor Review June 2012 issue.

In the piece, authors Mary C. Noonan and Jennifer L. Glass review the results of their recently completed research that examined the prevalence of telecommuting in the US workforce, the trends in adoption of telecommuting over time, and most interesting to me at least, how telecommuting arrangements tend over time to increase the total amount of hours worked, rather than simply substitute 'home' hours for 'office' hours. Mr. Brady - Working from home

If you are someone that currently or in the past has done at least some remote work for your organization, the study's most damning conclusion about telework probably will not be very surprising - that between half and two thirds of telework arrangements simply serve to add working hours to the work week, and doe not simply trade hours worked at home for hours that are normally spent working in the office.  Details from the BLS piece:

Fully 67 percent of telecommuting hours in the NLSY (data) and almost 50 percent in the CPS (data) push respondents’ work hours above 40 per week and essentially occur as overtime work. This dynamic suggests that telecommuting in practice expands to meet workers’ needs for additional worktime beyond the standard workweek.

As a strategy of resistance to longer work hours at the office, telecommuting appears to be somewhat successful in relocating those hours but not eliminating them. A less sanguine interpretation is that the ability of employees to work at home may actually allow employers to raise expectations for work availability during evenings and weekends and foster longer workdays and workweek.

These findings, while not terribly surprising, particularly when considering how the rapid advances in mobile technology have made 'working from anywhere' a possibility and reality for so many of us, also raise some important issues for organizations or leaders that are supporting or offering telework to their teams. Namely, any telework program that promises or at least suggests the promise of how telework will be a simple 'shift' of work from one location to another is an outcome that is unlikely at best and misleading at worst.

A more honest and realistic approach and pitch to telework is one that more of less frames it as 'This job carries high demands and expectations AND we know you have a busy life outside of work too,' Here's how telework fits - that 'extra' 5 or 10 or 20 hours we need from you? Take them as and when you need them - the office, your house, at Starbucks -whatever.'

And the thing of it is - when framed in that manner, telework stops sounding much like telework and more like just plain old 'work.'

Here's the last observation I have about telework, and this is largely from my personal experience - the irony of telework is people at work think you are more or less free to 'work' all the time or at any time, while your family and friends at home see you working from home and think you are 'free' all the time.

What do you think - has telework simply become 'work more from home in your previously free time?'

Winter Wonderland

In these parts of the country the arrival of 'real' winter is kind of paradoxical; we know it is coming but we are always surprised when it actually arrives.  We talk about everyone forgetting how to drive in the snow, of towns and cities failing at clearing highways and streets, and of seemingly irrational runs on grocery stores for milk, eggs, and bread.  Essentially if you get snowed in for a few days, a steady supply of French Toast can be prepared.Cold Miser

In much of the United States Midwest and Northeast the last two weeks have seen the abrupt onset of what looks to be a long, hard winter - snow, wind, cold, even blizzard like conditions in some areas. The winter weather simply overlays a new set of problems and worries on managers and staffs that probably really didn't them. Most organizations are doing more with less in 2011, and adding extra time and stress to the simple task of getting to and from work is just another headache with which to be dealt.

But for most people and organizations the start of the winter weather season does present very real issues - meetings and events cancelled, or at least shortened; school closings that force employees to make alternate child care arrangements (if they can); morning commutes transformed into multiple hour, gas wasting and frustrating marathons; and if in the case of day of deteriorating weather conditions employees distracted and worried as they stare out the windows wondering if they will be able to make it home or pick up their kids.

How organizations, and more importantly managers react, respond, and address staff and work issues caused by winter weather conditions says much about what the organization values, and I think, says quite a bit more than anything written down in values and mission statements, or is plastered on the careers web page under the 'What's it like to work here' banner.

To me, there are only three possible options for managers and organizations when dealing with winter weather and its impacts on work and staff:

1. The Pioneer Approach

 If we are open for business, then everyone is expected to be here, full stop.This sometimes is a necessity, obviously for retail and other public and customer facing workplaces, or for professional basketball teams. There are definitely many organizations that take pride in toughing it out, and swapping stories about '3 hours to drive 4 miles' stories.  But for newer arrivals to the organization, perhaps that started in spring or summer, this attitude can at first be a shock.  If you manage in one of these environments, you had better make sure the team is aware of your kind of old-fashioned 'uphill in the snow both ways' mindset.

2. The essential roles gambit

 If you are in an 'essential' role (good luck figuring that out), you are expected to come in, otherwise stay home.  This can work if really all you need to do is keep minimum organizational capability during a snow event, but it certainly can have a negative effect on morale - 'What do you mean, I'm not essential?'. Because even non-essential people pretty soon figure out that the 'non-essential' list is the same one used for the 'budgets are getting cut, who can we let go of' exercise.

3. We are all adults, use your best judgment

 Truly, the only sustainable approach and the one most likely to succeed over what can be a four or five month winter.  The employee knows best about their commute, their confidence in driving in bad weather, their mental state after or before a nightmare drive, and their family obligations.  The manager should have a good handle on the current work load, the ability of the group to adjust, adapt, and re-prioritize if necessary, and how the overall diminished capacity impacts the larger picture.  Bottom line, the manager needs to understand when and how to handle these situations in a way that keeps employees safe and productive, and makes sure the essential obligations at work are met. Perhaps one way to manage this is to actually prepare, (maybe too late already for this season), and set some general expectations and guidelines for the staff, but always tempered with the 'use your best judgement' conclusion.

You are not a hero for sitting in your car for three hours to then sit in a cube for three hours, only to get back in the car to repeat the process to get home.  And managers that think a sign of their great leadership is that their entire team fought the weather to make it in to work is misguided.  A real leader or even a good manager has set up an environment and process where using and exercising individual and balanced judgment is valued and demonstrated.