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Idea in Brief

The Shift

The Covid-19 lockdowns proved that information technology is non just possible only perchance preferable for cognition workers to practise their jobs from anywhere. Will this mark a long-term shift into all-remote work?

Benefits and Challenges

Studies show that working from habitation yields numerous benefits for both individuals and their organizations, most notably in the form of enhanced productivity and engagement. But when all or most employees are remote, challenges ascend for communication, cognition sharing, socialization, performance evaluation, security, and more.

The Research

Equally more than companies adopt piece of work-from-anywhere policies, best practices are emerging. The experiences of GitLab, Tata Consultancy Services, Zapier, and others show how the risks associated with this blazon of piece of work tin can exist overcome.

Earlier 2020 a move was brewing within knowledge-work organizations. Personal technology and digital connectivity had advanced and so far and so fast that people had begun to ask, "Do nosotros really need to be together, in an function, to do our piece of work?" We got our answer during the pandemic lockdowns. We learned that a great many of us don't in fact need to be colocated with colleagues on-site to do our jobs. Individuals, teams, unabridged workforces, can perform well while existence entirely distributed—and they have. And then now we face up new questions: Are all-remote or bulk-remote organizations the future of knowledge work? Is work from anywhere (WFA) here to stay?

Without question, the model offers notable benefits to companies and their employees. Organizations tin reduce or eliminate real estate costs, hire and apply talent globally while mitigating immigration problems, and, research indicates, perhaps enjoy productivity gains. Workers get geographic flexibility (that is, live where they prefer to), eliminate commutes, and report better work/life balance. Withal, concerns persist regarding how WFA affects communication, including brainstorming and problem-solving; knowledge sharing; socialization, esprit, and mentoring; performance evaluation and bounty; and data security and regulation.

To better empathize how leaders can capture the upside of WFA while overcoming the challenges and avoiding negative outcomes, I've studied several companies that have embraced all- or majority-remote models. They include the United States Patent and Trademark Function, or USPTO (which has several grand WFA workers); Tulsa Remote; Tata Consultancy Services, or TCS (a global IT services company that has announced a program to be 75% remote past 2025); GitLab (the earth's largest all-remote visitor, with 1,300 employees); Zapier (a workflow automation company with more than 300 employees, none of them colocated, effectually the United States and in 23 other countries); and MobSquad (a Canadian beginning-up that employs WFA workers).

The Covid-xix crunch has opened senior leaders' minds to the idea of adopting WFA for all or function of their workforces. In addition to TCS, companies including Twitter, Facebook, Shopify, Siemens, and State Bank of India accept appear that they will brand remote piece of work permanent even after a vaccine is available. Another system I've studied is BRAC, i of the globe's largest NGOs, which is headquartered in Bangladesh. Forced into remote piece of work this year, it is deciding what piece of work model to adopt for the long term.

If your system is because a WFA programme, transition, or launch, this article can provide a guide.

A Short History of Remote Piece of work

A large-scale transition from traditional, colocated work to remote work arguably began with the adoption of work-from-home (WFH) policies in the 1970s, every bit soaring gasoline prices caused by the 1973 OPEC oil embargo made commuting more expensive. Those policies allowed people to eschew physical offices in favor of their homes, coworking spaces, or other customs locations, such as coffee shops and public libraries, for occasional days, on a regular office-time footing, or full-fourth dimension, with the expectation that they would come into the office periodically. Workers were often too given control over their schedules, allowing them to make time for school pickups, errands, or midday exercise without being seen as shirking. They saved time by commuting less and tended to take fewer sick days.

Thanks to the advent of personal computers, the cyberspace, e-mail, broadband connectivity, laptops, cell phones, cloud computing, and videotelephony, the adoption of WFH increased in the 2000s. As the researchers Ravi South. Gajendran and David A. Harrison note in a 2007 article, this tendency was accelerated by the need to comply with, for example, the Americans with Disabilities Act of 1990 and mandates of the U.S. Equal Employment Opportunity Commission.

Millennials were excited past the idea of traveling the world while still employed.

Research has shown performance benefits. A 2015 written report by Nicholas Flower and coauthors found that when employees opted in to WFH policies, their productivity increased past 13%. When, ix months later, the aforementioned workers were given a choice between remaining at habitation and returning to the office, those who chose the former saw even further improvements: They were 22% more productive than they had been before the experiment. This suggests that people should probably determine for themselves the situation (home or office) that fits them best.

In recent years many companies take allowed more employees to piece of work from home. It'southward true that several prominent corporations, including Yahoo and IBM, had reversed class before the pandemic, asking their employees to resume colocated work in a bid to spur more-effective collaboration. Just other organizations—the ones I study—moved toward greater geographic flexibility, allowing some if non all employees, new and old, to work from anywhere, completely untethered to an office. The USPTO is a prime example. Its leaders launched a WFA program in 2012, edifice on an existing WFH plan that mandated workers' physical presence at headquarters, in northern Virginia, at least one day a week. The WFA program, in contrast, requires employees to spend two years at HQ followed past a WFH phase, after which they may live anywhere in the continental United States, provided they're willing to pay out of pocket for periodic travel dorsum to headquarters (totaling no more than 12 days a twelvemonth). The patent examiners in the programme dispersed all across the country, choosing to move closer to family, to better climates, or to places with a lower cost of living.

Most companies that offer WFH or WFA options go along some workers—at the USPTO it's trainees and administrators—at one or more offices. In other words, they are hybrid-remote operations. Simply the experiment with all-remote piece of work forced by Covid-19 has caused some of these organizations to strategically move toward majority-remote, with fewer than fifty% of employees colocated in physical offices. TCS, for instance, which employs close to 418,000 people who were traditionally located either on campuses or at customer sites effectually the world, has decided to prefer a 25/25 model: Employees will spend only 25% of their working hours in the function, and at no indicate volition the company accept more than 25% of workers colocated. TCS plans to complete this transition in 5 years.

Even before the crisis, a smaller group of companies had taken this trend a footstep further, eliminating offices altogether and dispersing everyone, from entry-level associates to the CEO. GitLab embraces this model at calibration: Its remote workers span sales, engineering, marketing, personnel direction, and executive roles in more than 60 countries.

Exploring the Benefits

I've spent the past 5 years studying the practices and productivity trends of WFA companies. The upsides—for individuals, companies, and society—are clear. Let me outline them.

For individuals.

Ane striking finding is how profoundly workers benefit from these arrangements. Many told me that they regard the freedom to live anywhere in the world as an important plus. For those in dual-career situations, it eases the hurting of looking for two jobs in a unmarried location. One patent examiner told me, "I'm a military spouse, which ways I alive in a world with frequent moves and personal upheavals that forestall many spouses from pursuing lasting careers of their choice. WFA has been the virtually meaningful telework program I have encountered. It allows me to follow my husband to any U.South. land at a moment's notice and pursue my own aspirations to contribute to my abode and society."

Sejkko

Some cited a better quality of life. "WFA has immune my children to run into their grandparents on a regular ground and play with their cousins," I heard from another USPTO employee. "Beingness closer to family has improved my overall happiness." Others talked about proximity to medical care for children, accommodating their partners, and the power to savour warmer atmospheric condition, prettier views, and greater recreational opportunities. Millennials in item seemed captivated by the idea that WFA would allow them to become "digital nomads," traveling the world while still employed. Before the pandemic-related restrictions, some companies, such every bit Remote Year, were aiming to facilitate that lifestyle, and some countries, such as Estonia and Barbados, have created a new class of employment visa for such workers. Equally one patent examiner said, "Participation in [WFA] is outstanding for work/life balance. I live in my favorite role of the country…I have more time to relax."

Cost of living was another frequent theme. Because the USPTO did not adjust salaries co-ordinate to where employees chose to live, one patent examiner told me, "I was able to buy a large home in my new location for nearly a quarter of the cost in northern Virginia." Some localities, such every bit the state of Vermont and the city of Tulsa, Oklahoma (where Tulsa Remote is located), take made a concerted effort to lure remote workers, touting the local customs and lower costs. In San Francisco the boilerplate rent on a 2-chamber apartment is $4,128; in Tulsa it's a mere $675.

WFA likewise helps knowledge workers deal with immigration bug and other restrictions on their ability to secure proficient jobs. William Kerr, Susie Ma, and I recently studied MobSquad, whose coworking spaces in Halifax, Calgary, and other cities enable talented cognition workers to featherbed the onerous U.S. visa and green card system and instead obtain fast-track work permits from Canada'south Global Talent Stream. Thus they can go along serving companies and clients in the United States and other countries while living and paying taxes in Canada.

I engineer we interviewed had come to the Usa later on graduating from high school in his home country at the age of 12. At age sixteen he enrolled at a U.S. academy, where he acquired degrees in math, physics, and calculator science in three years. By age 19 he was employed at a medical tech visitor through the optional practical grooming (OPT) program, but he failed to get an H-1B visa and faced deportation. MobSquad moved him to Calgary, and he kept working with the same employer.

In interviews with female person employees at BRAC, I learned that women whose careers were previously limited by cultural taboos confronting traveling to remote places or delegating housework had been helped by WFA. As 1 explained, "Earlier I had to wake upward early in the morning and cook three meals for my intergenerational family unit. Working remotely has allowed me to spread out the household piece of work, become extra sleep, and be more productive."

For organizations.

My research also uncovered ample organizational benefits from WFA programs. For case, they increment employee engagement—an important metric of success for whatsoever visitor. In 2013, a yr after it instituted work from anywhere, the USPTO was ranked highest on the Best Places to Work in the Federal Government survey.

Workers are not only happier but also more productive. When Cirrus Foroughi, Barbara Larson, and I evaluated the USPTO'due south transition from WFH to WFA, the timing of which happened at random for workers who'd chosen that path, we found that WFA boosted individual productivity past 4.4%, as measured by the number of patents examined each calendar month. The switch also led examiners to exert greater effort. Of class, farther research is needed to determine whether WFA generates similar benefits for workers performing dissimilar tasks in other squad structures and organizations.

Work-from-anywhere may opposite the brain bleed that can plague emerging markets.

Some gains generated by WFA are more obvious. For example, fewer in-part employees means smaller space requirements and reduced real estate costs. The USPTO estimated that increases in remote work in 2015 saved information technology $38.2 one thousand thousand. WFA programs as well hugely expand an organization's potential talent pool to include workers tied to a location far from that of the company. That'south a main reason for the adoption at TCS of what it calls secure borderless workspaces, or SBWs: Information technology wants to ensure that every project is staffed by employees with the right skills, no matter where they are. Rajesh Gopinathan, the CEO, describes this model as "talent on the cloud," while some other senior executive says information technology volition potentially allow the company to tap niche labor markets, such equally Eastern Europe, that have a large supply of skilled financial analysts and data scientists.

Finally, WFA can reduce attrition. Some USPTO workers explained that because they loved their preferred locales just as well recognized the limited job opportunities there, they were motivated to work harder and stay longer with the Patent Office. Leaders at GitLab, too, pointed to employee retention as a positive result of the company'due south decision to exist all-remote. The net benefit, they believe, including the productivity increases and property cost savings they've seen, equals $18,000 a year for each worker.

For lodge.

WFA organizations have the potential to reverse the brain bleed that often plagues emerging markets, small towns, and rural locations. In fact, Tulsa Remote was established to concenter diverse, energetic, customs-minded newcomers to a city still healing from historic race riots a century ago. With an offering of $10,000 to relocate to Tulsa, the company attracted more than 10,000 applications for but 250 slots from 2019 to 2020. Obum Ukabam was one of the workers chosen. When he's non busy with his day job every bit a marketing manager, he mentors and coaches a local high schoolhouse debate squad. Talented newcomers of varied ethnicities are arguably making the city more multicultural. Meanwhile, the transitions at the USPTO and TCS take brought many people back to their hometowns.

Remote work helps the environment too. In 2018 Americans' commute time averaged 27.1 minutes each mode, or about 4.v hours a week. Eliminating that commute—specially in places where most people commute past car—generates a meaning reduction in emissions. The USPTO estimates that in 2015 its remote workers drove 84 million fewer miles than if they had been traveling to headquarters, reducing carbon emissions by more than 44,000 tons.

Addressing the Concerns

The function—with its meeting rooms and break areas and opportunities for both formal and breezy interaction—has been a mode of life for and then long that it'southward difficult to imagine getting rid of it. And legitimate hurdles be to making all-remote work not but manageable but successful. Withal, the Covid-19 all-remote experiment has taught many knowledge-work organizations and their employees that with fourth dimension and attention, those concerns can exist addressed. And in the companies I've studied, several all-time practices are emerging.

Communication, brainstorming, and problem-solving.

When workers are distributed, synchronous communication becomes more hard. Tools such as Zoom, Skype, Microsoft Teams, and Google Hangouts can help for those working in the same or similar fourth dimension zones only non for those spread farther apart. In research with Jasmina Chauvin and Tommy Pan Fang, I establish that when changing to or from daylight saving time caused a one- to two-hour reduction in concern-hr overlap (BHO) between offices of a very big global corporation, the volume of advice fell by 9.two%, primarily among production workers. When BHO was greater, R&D staffers conducted more than unplanned synchronous calls. Grouping meetings are even harder to schedule. Nadia Vatalidis of GitLab's People Operations group says that having team members in Manila, Nairobi, Johannesburg, Raleigh, and Boulder made finding a fourth dimension for their weekly group phone call near impossible.

WFA organizations must therefore get comfy with asynchronous advice, whether through a Slack aqueduct, a customized intracompany portal, or fifty-fifty a shared Google document in which geographically distributed squad members write their questions and comments and trust that other team members in distant time zones will respond at the first opportunity. One benefit to this approach is that employees are more than likely to share early-stage ideas, plans, and documents and to welcome early on feedback; the pressure to present polished work is less than information technology would be in more than formal, synchronous team meetings. GitLab calls this procedure blameless trouble-solving. The visitor's leaders annotation that employees accustomed to a civilization of emails, phone calls, and meetings may struggle to change quondam habits; they solve that problem with training during onboarding and beyond. At Zapier, in a program called Zap Pal, each new hire is matched with an experienced buddy who sets up at to the lowest degree one introductory Zoom telephone call and continues to check in throughout the commencement calendar month. For synchronous brainstorming the company uses video calls and online whiteboards such equally Miro, Stormboard, IPEVO Annotator, Limnu, and Mural but also urges employees to use asynchronous ways of problem-solving through Slack channel threads.

Noesis sharing.

This is another challenge for all-remote or majority-remote organizations. Distributed colleagues can't tap i some other on the shoulder to ask questions or get assistance. Research by Robin Cowan, Paul David, and Dominique Forayhas postulated that much workplace knowledge is not codified (fifty-fifty when it can be) and instead resides "in people's heads." This is a trouble for all organizations, but much more than so for those that have embraced WFA. The companies I've studied solve it with transparent and easily accessible documentation. At GitLab all team members take access to a "working handbook," which some draw equally "the cardinal repository for how we run the company." It currently consists of five,000 searchable pages. All employees are encouraged to add to information technology and taught how to create a new topic page, edit an existing one, embed video, and and then forth. Ahead of meetings, organizers post agendas that link to the relevant sections to permit invitees to read background information and mail questions. Afterwards recordings of the sessions are posted on GitLab's YouTube aqueduct, agendas are edited, and the handbook is updated to reflect any decisions made.

About the art: Sejkko grew up betwixt Portugal and Venezuela. His photographs capture the traditional houses of Portugal yet often convey a sense of tropical vibrancy and childhood nostalgia. Sometimes they look lost or out of place; other times they seem warm and cocky-contained. | Sejkko

Employees may see the extra work of documentation every bit a "taxation" and cramp at the extremely high level of transparency necessary for a WFA organization to thrive. Thorsten Grohsjean and I have argued that senior managers must set an example on these fronts by codifying noesis and freely sharing information while explaining that these are necessary trade-offs to let for geographic flexibility.

A related idea is to create transcripts, publicly mail service slides, and record video seminars, presentations, and meetings to create a repository of such material that individuals tin can view asynchronously at their convenience. For its 2020 almanac coming together, which was forced past the pandemic to become virtual, the Academy of Management curated one,120 prerecorded sessions, arguably expanding the flow of knowledge to scholars—especially those in emerging markets—far more would accept been possible at the in-person event, which typically happens in Due north America.

Socialization, camaraderie, and mentoring.

Some other major worry, cited by managers and workers alike, is the potential for people to feel isolated socially and professionally, disconnected from colleagues and the visitor itself, particularly in organizations where some people are colocated and some are not. Research by Cecily D. Cooper and Nancy B. Kurland has shown that remote workers frequently feel cut off from the data menses they would typically get in a physical office. Without in-person bank check-ins, managers may miss signs of growing burnout or team dysfunction. Fifty-fifty with videoconferencing that allows for reading torso language and facial expressions, the concern is that virtual colleagues are less likely to go close friends because their face-to-face interactions are less frequent. Equally GitLab'southward technical evangelist Priyanka Sharma put it, "I was very nervous when I was first thinking of joining, because I was very social in the office. I worried that I would be then lonely at home and wouldn't have that community feel." Houda Elyazgi, a marketing executive on the Tulsa Remote team, expressed like sentiments: "Remote work tin can be very isolating, especially for introverts. You almost have to create an intentional experience when y'all're socializing with others. And then you lot take to be 'on' all the time, even when you're trying to relax. That's taxing."

In my research I've seen a range of policies that seek to address these concerns and create opportunities for socialization and the spreading of visitor norms. Many WFA organizations rely on applied science to help facilitate virtual watercoolers and "planned randomized interactions," whereby someone in the company schedules groups of employees to chat online. Some use AI and virtual reality tools to pair upwardly remote colleagues for weekly chats. For example, Sike Insights is using data on individual communication styles and AI to create Slackbot buddies, while eXp Realty, an all-remote visitor I'g currently researching, uses a VR platform called VirBELA to create a place for distant team members to get together in avatar form.

All-remote companies must work harder to protect corporate and client data.

Sid Sijbrandij, a cofounder and the CEO of GitLab, told me, "I know at Pixar they placed the restroom centrally so people would bump into each other—simply why depend on randomness for that? Why non step information technology up a notch and actually organize the informal communication?" These "mixers" often include senior and C-suite executives. When I described them to my HBS colleague Christina Wallace, she gave them a nice proper noun: customs collisions. And companies have always needed to manufacture them: Research dating back to Thomas J. Allen's work at MIT in the 1970s shows that workers colocated on the same "campus" may not experience serendipitous interactions if they are separated by a wall, a ceiling, or a edifice.

When it comes to interaction betwixt people at different hierarchical levels, my research has revealed two issues with straightforward solutions. Iavor Bojinov, Ashesh Rambachan, and I constitute that the senior leaders of a global firm were often also stretched to offer one-on-ane mentoring to virtual workers. So nosotros implemented a Q&A procedure whereby workers posed questions through a survey and leaders responded asynchronously. Senior managers at another global house told me that they had difficulty being themselves on camera. Whereas young remote workers were "living their lives on Instagram," their older colleagues establish virtual engagement harder. The visitor implemented coaching sessions to make those executives more comfy on Microsoft Teams.

Another solution to the socialization problem is to host "temporary colocation events," inviting all workers to spend a few days with colleagues in person. Prior to Covid-19, Zapier hosted ii of those a twelvemonth, paying for employee flights, accommodation, and food; giving teams an activities budget; and sending people home with $50 to utilize on a give thanks-you gift for their loved ones. Carly Moulton, the company's senior communications specialist, told me, "Personally, I take fabricated a lot of friendships with the people I travel to and from the aerodrome with. The event managers will put us into random groups based on what time you arrive and depart. I've always been with people I don't normally work with, so it'southward nice to have a defended time when you have to brand conversation."

Finally, at the USPTO, I learned another manner to create camaraderie. Several WFA examiners have voluntarily created "remote communities of practice" so that a handful of them tin can get together periodically. A group living in Northward Carolina, for instance, decided to schedule meetings on a golf game course to socialize, discuss piece of work, and problem-solve together. Another manager created a "virtual meal" by ordering the same pizza for delivery to the homes of all remote direct reports during a weekly squad telephone call.

Performance evaluation and bounty.

How can yous rate and review employees you're never physically with, peculiarly on "soft" but important metrics such equally interpersonal skills? All-remote companies evaluate remote workers co-ordinate to the quality of their work output, the quality of virtual interactions, and feedback from clients and colleagues. Zapier, for instance, uses Help Scout for customer support replies; a feature of this software is that customers can submit a "happiness score" past rating the response as "slap-up," "OK," or "not expert."

In the bound and summertime of 2020, as groups of a sudden transitioned to remote work, I was asked whether managers should use software to rails worker productivity and preclude shirking. I am very much opposed to this Orwellian arroyo. The USPTO addressed claims of "examiner fraud" and "omnipresence abuse" in its WFA programme post-obit a review by the U.South. Commerce Department's Part of the Inspector General. Those claims involved either overreporting of hours worked or shifts in the time logs of completed piece of work, such as backloading at the end of a calendar quarter—neither of which related to the metric on which performance was measured: the number of patents examined. Still, from then on, all USPTO teleworkers had to use organizational It tools, such equally logging in to a virtual individual network (VPN), having a presence indicator turned on, and using the aforementioned messaging services. Simply when we compared data from earlier and after that intervention, we plant that it had no effect on average output.

How to set compensation for workers who work from anywhere is an active and interesting contend. Every bit mentioned, information technology's a benefit to be able to reside in a lower-price-of-living locale while earning the income one would in a more expensive one. But that's conditional on the company'due south non adjusting wages according to where a worker lives, as was the case at the USPTO. Matt Mullenweg, the founder of Automattic (parent of WordPress), some other all-remote company, told me that its policy is to pay the same wages for the same roles, regardless of location. But GitLab and other companies exercise have dissimilar pay for dissimilar geographies, taking into business relationship the feel of the worker, the contract blazon, and the job being performed. Although enquiry is needed on which approach is optimal, information technology's possible that companies that tie wages to location will lose loftier-quality WFA workers to rivals that don't. Another pertinent result is whether to pay WFA workers in the currency of the country where the system is incorporated or the local one, in part to ensure consistent wages across locations over fourth dimension given exchange-charge per unit fluctuations.

Data security and regulation.

Several managers told me that cybersecurity was a large area of focus for WFA programs and organizations. "What if the WFA worker takes photographs of client data screens and sends them to a competitor?" one asked. The CIOs of some companies with remote-piece of work policies said some other key business organisation was employees' use of personal, less-protected devices for work at habitation.

Information technology'southward truthful that all-remote companies have to work harder to protect employee, corporate, and customer data. As TCS transitions to a majority-remote model, information technology has moved from "perimeter-based security" (whereby the It squad attempts to secure every device) to "transaction-based security" (whereby machine learning algorithms analyze whatsoever abnormal activities on any employee laptop). MobSquad has replicated its client security infrastructure for WFA workers, and employees work on clients' cloud, email, and hardware in its offices for security reasons. All-remote and majority-remote organizations I have studied are experimenting with a wide range of solutions to protect client data using predictive analytics, data visualization, and computer vision.

Transitioning to an all-remote or a majority-remote organisation sometimes requires jumping regulatory hurdles besides. At the onset of the pandemic, when TCS was forced to become all-remote, information technology had to piece of work with NASSCOM (India's National Association of Software and Service Companies) and the Indian government to change laws overnight so that call eye staffers could piece of work from home. Other laws had to be tweaked and so that TCS workers could take laptops and other equipment out of concrete offices located in India's "special economic zones." Irfhan Rawji, the founder and CEO of MobSquad, had to work closely with the Canadian government to ensure that the economic migrants chosen by the company to movement to Canada could receive their expedited work permits and be integrated into its model. Any all-remote arrangement thinking near hiring talent globally has to consider local labor laws as they relate to hiring, compensation, pensions, vacation, and ill leave.

Is This Right for Your Organization?

Of class, WFA may not be possible at this time for some organizations, such every bit manufacturing companies—though that could change with advances in 3D printing, automation, digital twins, and other technologies. Withal, with the right strategy, organizational processes, technologies, and—nearly important—leadership, many more companies, teams, and functions than i might have thought could go all or mostly remote. My ongoing research with Jan Bena and David Rowat suggests, for case, that start-upward knowledge-work companies, particularly in the tech sector, are well positioned to adopt a WFA model from their inception. Take the all-remote eXp Realty: We found that lower real estate, utility, and other overhead costs may mean a higher valuation for the visitor if and when its founders exit the starting time-up.

My studies of the USPTO and TCS point that large and mature organizations, likewise, can successfully transition to a hybrid or a majority-remote regime. The question is not whether work from anywhere is possible but what is needed to make it possible. The short reply: management. "If all senior leaders are working from an part, and so workers would be drawn to that location to get face fourth dimension," one all-remote middle managing director told me. Simply if leaders back up synchronous and asynchronous advice, brainstorming, and problem-solving; lead initiatives to formulate knowledge online; encourage virtual socialization, squad building, and mentoring; invest in and enforce data security; work with government stakeholders to ensure regulatory compliance; and set an instance by becoming WFA employees themselves, all-remote organizations may indeed sally as the future of work.

A version of this commodity appeared in the November–Dec 2020 issue of Harvard Business concern Review.

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Source: https://hbr.org/2020/11/our-work-from-anywhere-future

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