Slide 11 of 11
Notes:
This presentation has provided a series of check-lists from which any organisation can build a realistic and complete picture of its telework implementation opportunities and issues.
But however much detailed work is done, it will all be wasted unless the enterprise as a whole develops a simple, clear and strong strategic vision and sense of purpose against which telework plans can be quickly made and as readily enhanced or modified.
This strategic vision needs to be shared by executives, managers and employees - and, in today’s world of intranets and supply chain management, with suppliers, customers and other business partners also.
Telework is not an end in itself, it is one of a whole array of new methods of working and trading that can completely transform an enterprise. The enterprise cannot escape these changes, since they are already transforming its markets - whether today’s management knows that or not!
Above and surrounding all the questions raised in this presentation is one critical question:
What kind of enterprise do we want to be?
This informs the business direction, the kinds of people we want to hire, develop and retain, the nature of the management style, our level and pace of technology investment and our response to the Information Society - including telework.
