| Agreed. And actually, there's plenty of case studies and efficiency research on this subject. What it really comes down to is: Get the right team of remote workers together, provide the right tools, and apply the right policies and you can give yourself a great market advantage. But it's exceptionally hard to satisfy all those dependencies. Many individuals aren't nearly as effective in remote positions, and many more might be effective with some practice but don't actually have the experience required to do it well yet. Paying for their inefficiency while they learn the ropes of remote work is a dangerous and competitiveness-risking bet, especially if they never even quite manage to figure it out. Tools and policies are a whole other issue, as those not only need to be identified but they need to suit the team that you assemble and put constraints on who else can join that team. Not every toolset and not every policy is a good fit for every worker, remote or not -- and it's much more important that they are for remote workers. So at the end of the day, you absolutely CAN have a great company that works remotely and there are many out there. But it's not reasonable to suggest that many or every company can see benefits from it any time soon. |