For long we have been hearing about, companies operating on a global scale yet not owning any assets that they deal in. Yes, a leading example in this context has beenAirbnb– one the foremost rental aggregators or probably the largest operates globally but doesn’t own any rental asset, and another frequently quoted company has beenUber– largest or the leading ride hailing company doesn’t own any cabs and operates globally.
These companies built a business model around enabling services around assets without having to own or acquire them and have successfully scaled globally. The global footprint is the proof of widespread acceptance of such concepts in far flung areas and remote corners of the globe. This has automatically created a digital ecosystem for such services and has caused a paradigm shift in terms of the need to own assets to operate on.
For over a decade now, there is another major shift in terms of the computing infrastructure and theCloudbased Infra adoption has been growing as well. For most companies, theInfrahas now becomeInvisiblebutHighly Available(99.9999% uptime) and offering pay-as-you-go options to lower the barrier of entry and scale/sustain on-demand.
The onslaught ofCovid-19has forced a large majority of companies to enableremote-workingfunction in a very short span and thus trek or initiated them into theDigitalizationjourney. For many companies involved in distributed development, thisNew-Normal, would probably be seeming like an extension rather than a challenge.
In most Countries & for most Companies, the lock-down period has probably spanned over a month and given the needed proof points to evaluate theremote-workingapproach further maybe even as a strategy on multiple dimensions. Apart fromreduced commute time & effort,increased availability& possibly some efficiency gains, thecost of conducting businesswould be standing out as thewinnerin this situation backed by the success of remote-working. This probably has triggered strategic re-alignments in the way to conduct business leveraging theremote-workingparadigm at such scales (TCS announcing to have 25% of workforce remotely working as a fixed guideline by 2025).
This will also enable access to a larger pool of talent (who stopped working owning to non-availability of remote working) and flexible engagement options (operating timings, part-time). People having constraints and needing to work remotely, can mention and ask for engaging without shying about its acceptance.
Interesting times ahead as the Businesses stabilize with this unprecedented global lock-down and its impact,#TeleWorkingis here to stay. It has moved from a tactical option to aStrategicconsideration. Like Airbnb’s and Uber’s surged forward without havingAsset’sto operate on, it’s high time for other companies for a lean operations makeover. Existing tools, options to engage remotely – Virtual Presence and connectivity, have seen much wider adoption and stabilization.
Like the transition from theIn-house to Cloud Infra, switching over to Remote-Working as a mainstay model of working would get further impetus. It will also lead to emergence of a new technology domain around activity alignment and monitoring solutions to further help enable and improve efficiencies in the coming time.Today it has become the need of the hour. Tomorrow it will lead.