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Why remote work should be more like a Business of One
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As companies reopen their offices, they are deciding how the virtual work arrangements they’ve relied on during the pandemic will factor into their long-term plans or not.
Google’s “flexible workweek” calls for employees to spend at least three days a week in the office and the rest at home. Microsoft’s “hybrid workplace” means most employees can spend up to half their time working remotely. Ford Motor’s “flexible hybrid work model” leaves it up to workers and their managers to decide how much time they need to spend in the office.
Goldman Sachs and JPMorgan Chase don’t have names for their postpandemic policies, because they expect most employees to return to the office for most of the time. Goldman’s C.E.O., David Solomon, called working from home an “aberration,” and JPMorgan’s chief, Jamie Dimon, said it had “serious weaknesses.”
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If the idea of working remotely whether permanently or for even longer than you already have has you feeling overwhelmed, think small.
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In their new book “Remote, Inc.,” MIT Sloan senior lecturer Robert Pozen, and tech and data writer Alexandra Samuel, encourage everyone from early career-goers to managers to adopt both “the mindset and habits of a small business owner.”
“That’s because every single home office is, essentially, its own freestanding enterprise,” the authors write. “Thinking of yourself as Remote, Inc. means you have the responsibility and accountability of a business owner, but also the flexibility and independence.”
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