Data on a newly remote workforce

How remote work has impacted collaboration
With the current economic and business transformation, thousands of enterprises suddenly moved to full-time work at home, embracing the use of Slack, Teams and Zoom.

As a software development company that helps organizations to thrive, we saw a massive and unplanned change on how the most resilient teams organize information to collaborate, adapt and iterate faster.

Right now, optimizing processes is a little irrelevant. What does really matter is to see where the business is going and might stay.

Since work has moved at home, our data show a 37% increase in the use of tasks to manage work and 560% increase in the use of tasks as knowledge bases.

From a 1-day to a 5-days at home workweek

The use of tasks was already there before the Covid-19. It has accelerated, alongside the use of team messaging and video meeting applications.
In the working context of work from home, distributed teams and remote work, micromanaging feels more as an unsustainable way of to manage work. It slows teams’ ability to execute, pivot and iterate at speed, which is exactly what they need now. 

Work management, i.e. making transparent who needs to do what, acts as a “navigation system” for the organization. It helps people and teams to better understand which efforts drive results and it makes clearer how objectives get completed in real time.  
What surprised us is how some teams started to create new work experiences, beyond getting things done, to find new source of growth and to develop new skills.

Because the legacy infrastructure has not followed the rapid changes, those teams have repurposed a part of their activities, started to built knowledge bases, and, in autonomy, people are helping each others to grow on their jobs with coaching on new skills and hand-on experience. 

More importantly, growth does not happen in marketing, sales or product teams. It happens when people with expertise and passion gather and grow together. 

What’s next?

In the organizations that have decentralized control, the more resilient teams are starting to work differently. In order to adjust to new conditions and to a business environment that was already complex, organization leaders need to develop a leadership style that focus on the end results, instead of being solely reactive. Helping teams to reach their full potential could be a major enabler.
Methodology: data, and information from surveys and interviews, have been submitted by a 200-person organization to help us understand and quantify how their teams have been impacted by remote work and how they have articulated the use of Octonius with the rollout of team messaging.

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