On the Evolution of Work Systems in the Digital Economy
Tag Archives: virtual company
Recently, I realized that I’m coming upon 3 years of blogging about modern work-life issues and, particularly, remote work. With regard to the latter, I’ve repeatedly mentioned benefits for the environment, some employers, and some employees. However, I’ve yet to share my personal views and reasons for my insane dedication to this topic.
Some presume that I’m a lofty idealist, envisioning that everyone will be working this way in the future. On the contrary, I’m quite a realist and know that not everyone wants to. For example, some enjoy commuting for the hour or two designated to listening to their favorite podcasts. (Though, as I like to point out, one can still walk around the neighborhood for that amount of time and listen to a podcast before and after working at home or wherever one chooses to work.) Nevertheless, I’ve blogged incessantly to spread awareness of remote work as a real choice while realizing that individual preferences would, to some extent, assert themselves and determine who works remotely and the proportion of time spent doing so. Read more of this post
Brett G. Porter is Chief Engineer in Development Practices at Art & Logic, a 100% virtual company. With almost two decades’ worth of experience working remotely, Brett has substantial wisdom to share regarding virtual work arrangements that succeed. In “You Are Here: Thoughts on Working Remotely,” Brett’s article covers issues such as infrastructure requirements, keeping people connected, maintaining boundaries, structuring projects, as well as characteristics and circumstances that enable people to succeed at working remotely. Also, please visit “Office Free: Building the 21st Century Company” to vote for Art & Logic in SXSW Panelpicker Interactive 2016 and watch remote workers describe their experiences in a highly engaging video! (Successful introverted remote workers are represented by the way.)
Originally posted on Art & Logic:
I’ve been seeing a lot of articles and discussion lately on the pros and cons of using distributed teams. It’s a topic I’ve given a lot of thought to — I just had my 17 year anniversary working for Art & Logic in a completely distributed environment, and over the years there have been many words written both in favor of it (see Scott Berkun’s recent book The Year Without Pants) and against (maybe most emphatically by Alistair Cockburn, who in his book Agile Software Development (2002) who says that ‘distributed development is becoming more commonplace, but it is not becoming more effective’). I’d certainly take exception to the assertion that it’s not possible to be successful and effective developing software in distributed teams, but that doing so requires that you adopt or reject certain situations, practices, and scenarios:
At its inception in 2001, PeopleG2 started out as an office-based company. However, in 2008, founder and chief executive Chris Dyer, decided to transition into a virtual company to accommodate a growing workforce and surmount challenging financial pressures introduced by the recession. According to Michelle Rafter, in “Employees told to go home – and work,” a small office in Brea, California remains for a handful of staff who value having a physical office. However, the rest of the staff, comprised of researchers, sales and customer service representatives, and administrative personnel, work as a virtual team.
This arrangement has worked out so well that Chris Dyer never looked back and, today, PeopleG2 serves as a testament to how companies can successfully switch from brick and mortar to virtual. Just recently, Flexjobs featured them in “26 Virtual Companies That Thrive on Remote Work.” How did Dyer and his team make such a successful transition?