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P E E R T O P E E R : I L T A ' S Q U A R T E R L Y M A G A Z I N E | F A L L 2 0 2 0
With the direct costs of in-person work and the
potential costs inherent in virus exposure both so high,
the demand for remote work solutions has increased
dramatically. Now that firms are solidly entrenched in
the remote work world, the question becomes whether
they merely want to survive or want to adapt to turn the
asymmetries of remote work into new advantages.
Remote collaboration exists on a spectrum, ranging
from jobs that require an in-person component, with
people in the same place at the same time, to companies
that are entirely remote and asynchronous in both space
and time. While automation is possible anywhere on the
spectrum, most firms today still exist near the lower end
of that spectrum.
While the right tools are crucial to making remote
work effective, firms also need to enact some culture
changes to develop different norms around remote work.
The existence of remote tools can lead to the expectation
that people are always available, causing a constant
barrage of interruptions that can actually lead to decreased
productivity. Just as people in offices are able to close
doors to not be interrupted, norms must be put in place
that prevent people from expecting perpetual availability
and allow for mental downtime to reset and avoid the costs
associated with constant task switching. Until the culture
catches up with the tools, features that prevent interruptions
and eliminate distractions will be more important than ever
for effectively managing remote workdays.
F E A T U R E S
