Overblown working from home revolution denies us the office camaraderie and collaboration necessary for success
- Working from home might be suitable and even beneficial for some kinds of jobs, but it is impractical for others and in many parts of the world
- Those who want their bosses to see how indispensable and worthy of promotion they are have little choice but to return to the office
For the five years after I opened the Financial Times’ one-man bureau in Hong Kong in 1984, the newspaper’s headquarters were about 9,600km away, my office was a spare bedroom in my Harbour City flat and most days were spent running between meetings and press conferences. Nobody in London much cared how I spent my working day, as long as I was there to talk to them when they arrived in the headquarters around my dinner time and the news reports kept flowing, were accurate and ahead of deadline.
The office camaraderie and gossip were unfelt and unheard. So, too, was any sense of whether my editors were happy with the reports I filed. If I had suffered even slightly from paranoia about gossiping behind my back, I would have lived in a state of constant panic. But the remoteness from headquarters never dented either my motivation or my productivity because my capacity to work successfully from home was built on important foundations.
Before arriving in Hong Kong, I was based in the FT’s Bracken House headquarters for seven years. That was long enough to grasp the culture of accuracy, balance and integrity, and to know and trust colleagues and editorial management. Daily exposure to editorial conferences gave me a clear sense of the FT’s editorial values.
Such unifying foundations need to be built in every successful company, whatever its business. I would never have internalised or admired that strong corporate culture if I had always worked from home.
Remote working is good for productivity, so why don’t bosses believe it?
There are certain working roles that must, for the foreseeable future, be delivered from a convergent venue that houses specialised infrastructure or equipment. These include doctors in hospitals, teachers in schools, airline pilots, those on manufacturing lines, in auto repair workshops, supermarkets and so on. Others need a dedicated location to deliver their services, such as construction workers, hairdressers and butchers. Taxi or bus drivers cannot work from home.
But, for most of us, the suitability of working from home is much less clear cut. It is likely to depend on the role you perform within a company, not the company you work for. If you want your bosses to notice how indispensable you are – and how suitable you are for promotion – you have no choice but to continue plodding into the office each day.
David Dodwell is CEO of the trade policy and international relations consultancy Strategic Access, focused on developments and challenges facing the Asia-Pacific over the past four decades