Apstra’s Intent-Based Networking
I haven’t had a regular office for 17 years. When I was teaching for Global Knowledge, instructors were never in one city long enough to need an office, so I created a nook in my home that I used when I was there. Its main furnishings were stacks of networking gear! My other employers either encouraged or allowed teleworking, so I continued to use my home office. My current employer, NetCraftsmen, was a virtual company for the first 15 years of its life until spring of 2016. Even though we have a physical headquarters now, I primarily work from home.
Working from home was difficult to get used to at first. I had to get showered and dressed — and even put on my shoes — as if I were going to work, to tell my mind to switch to “work mode.” I also had to make sure my bed was made, to reduce its siren call. (That is absolutely not the case now, which explains why I rarely turn on video during early morning calls.)
I really enjoy working from home in my virtual office, and would hesitate to take a job that required me to be onsite full-time. But with companies such as IBM, Yahoo, Best Buy, and Reddit stopping telework, and others such as Google, Facebook, and Apple encouraging employees to work in a corporate office, am I on the wrong side of history?
Communication is one of the biggest challenges I’ve found with working remotely. Technology certainly has made this much easier. When I was with Global Knowledge in the early 2000s, I was on a virtual team that wrote some courses for Cisco. My teammates were located all over the U.S., and it was months after the courses went live before I met most of them in person. We used teleconferencing and email to collaborate, which seems primitive by today’s standards. Today there are many more options available, some free and some that integrate with corporate systems. Personally, I prefer to use those that encrypt my data where possible.
I’d be interested to hear what communication and collaboration tools my fellow remote workers have found helpful. The main tools I use right now are:
Allowing employees to work remotely is good for a business’ bottom line. It saves on expenses such as real estate, furniture, electricity, and network infrastructure. Companies additionally benefit because it allows them to hire talented workers, no matter where they are located. Worker productivity and number of hours worked typically increase when people work from home. When you are at an office, you work during the time you are there. When you work from home, you never leave work — it is always there to pull you in when you have an idea or think of something that needs to be done. In spite of this, most teleworkers feel that it enhances work-life balance.
However, remote workers do give up the “water cooler effect” — the collaboration, idea exchange, and relationship-building that happens when people work in close proximity to each other. Those companies that are bringing workers back to physical offices cite this effect as a main motivator. They feel that innovation and creativity will increase when employees can collaborate and interact more easily.
In my remote working environment, I can reach out to co-workers and interact with them, but it is always intentional. There is no equivalent of the spontaneous hallway conversation that sparks the next great idea, for instance. That is what companies such as IBM are hoping to capture.
Many companies that are bringing their workforces back in house are designing “agile” offices with combinations of group and quiet spaces. Our new NetCraftsmen office has this kind of collaboration-oriented, reconfigurable design with flexible workspaces — and I can attest that it does have its benefits. When I’m in the office with other co-workers, there is a lot of information exchange and casual assistance given that would not happen if we were not onsite together. Working with an online whiteboard is not nearly as efficient as getting together and diagraming things out on a physical whiteboard. (Cisco’s Spark boards will improve this experience, though still not duplicate it.) But when I need to concentrate on something (such as this blog post) without interruption, or get something done quickly, I head for my home office. I am fortunate to have the flexibility to choose the best way and place to work on the various projects I’m involved with.
It is important to understand that technology is the underpinning of either way to work. Obviously, any remote work that requires accessing corporate resources could not work without technology in place to support it. Less obviously, advanced technologies are needed to get the most out of onsite work too. Employees need wireless and mobile solutions to be flexible in their workspaces. Phone calls must reach them no matter where in the building they are. Security is necessary to allow access to appropriate resources only. Conferencing and collaboration systems are needed even if you are all together in the same room. Luckily, many of the same solutions can be leveraged for both remote and onsite working.
Is work something you do, or a place that you go? Or is it a combination of the two? I think the real question boils down to this: What is the most effective way to do your job? Personally, I feel it is easier to build relationships when you have spent some time together in person. But that does not mean all work has to be done in person. In my line of work, I find that meeting someone in person makes it easier to collaborate virtually, and that working virtually is much more efficient than having multiple people always travel to one location to work together. So my preference is for a combination.
Work is a thing I do, not a place I go. But the best work happens when the thing I do determines the place that I go.
Want to learn more about creating a network infrastructure that encourages collaboration — both within and outside of your office? Contact us for a deeper discussion.
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Virgilio “Bong” has sixteen years of professional experience in IT industry from academe, technical and customer support, pre-sales, post sales, project management, training and enablement. He has worked in Cisco Technical Assistance Center (TAC) as a member of the WAN and LAN Switching team. Bong now works for Tech Data as the Field Solutions Architect with a focus on Cisco Security and holds a few Cisco certifications including Fire Jumper Elite.
John is our CTO and the practice lead for a talented team of consultants focused on designing and delivering scalable and secure infrastructure solutions to customers across multiple industry verticals and technologies. Previously he has held several positions including Executive Director/Chief Architect for Global Network Services at JPMorgan Chase. In that capacity, he led a team managing network architecture and services. Prior to his role at JPMorgan Chase, John was a Distinguished Engineer at Cisco working across a number of verticals including Higher Education, Finance, Retail, Government, and Health Care.
He is an expert in working with groups to identify business needs, and align technology strategies to enable business strategies, building in agility and scalability to allow for future changes. John is experienced in the architecture and design of highly available, secure, network infrastructure and data centers, and has worked on projects worldwide. He has worked in both the business and regulatory environments for the design and deployment of complex IT infrastructures.