The Leader - May/June 2008 - (Page 24)

W o r k W itH ou t B ou n Da r ies: Fl e xi Ble W o rkp lace s o FFe r strate G i c Bus i ne s s aDv anta Ge s FIG. 1 p o l Yc oM – BreakinG t He rea l esta te MolD Polycom’s high-tech products and services, such as video and audio conferencing solutions, play a major role in the worldwide shift toward a more decentralized and mobile work force. But Polycom also embraces the “anytime, anywhere” mindset when it comes to its own workplace. The San Francisco Bay Area-based company maintains a highly adaptable network of office space that allows employees to work productively and cost-effectively no matter where business takes them. Situation: Solution: With operations in dozens of countries, Polycom needs the flexibility to adjust its office space in concert with market demands while accommodating its mobile work force. Polycom partners with The Regus Group, which operates a worldwide network of fully furnished and equipped business centers. Polycom currently has full-time offices at Regus business centers in five countries. And mobile sales teams and consultants frequently use day offices, meeting rooms and videoconferencing facilities at other Regus locations around the world. Benefits: n Remote Polycom associates are empowered to work when and where it suits them, by maintaining anytime access to complete office facilities through the Regus Group network of business centers. And since most Regus centers are equipped with Polycom video technology, Polycom’s widespread work force can stay visually connected through video calls with coworkers and customers. n Using “move-in ready” office space from The Regus Group, Polycom can work with a single service provider to enter new markets quickly, without taking on the costs and risk of establishing its own infrastructure. n Polycom improves its sales and support services by strategically placing remote employees where they are most convenient to customers. n Support services at Regus business centers allow Polycom employees to outsource administrative tasks as needed, without the fixed cost of hiring a full-time local assistant. Polycom’s global customer base requires a global work force, but shifting demands and opportunities make a static real estate portfolio ineffective. Rather than purchasing and equipping companyowned facilities in every market it serves, Polycom empowers its mobile sales people and consultants to work where it best suits them, whether from home or on the road. In addition to the usual laptops, cell phones and email devices, workers routinely use drop-in business centers to get immediate access to private offices, copy and fax machines, videoconferencing, meeting rooms, and administrative support. In effect, the office is wherever they need it to be. When remote groups of employees do require a common environment, Polycom keeps its balance sheet lean by arranging for pre-furnished and preequipped office space that is available for short-term project work or a longterm stay. When opportunities arise in new cities or countries, Polycom is able to move in and capitalize quickly, without the time and cost required to establish its own infrastructure. Similarly, if the company needed to pull out of a less profitable market, it could do so with no strings attached – no cost to break a long-term lease or sell office equipment and furniture. 2. Recruiting and Retention Incentives While cost savings is perhaps the most obvious benefit of a distributed work force, there are other advantages that shouldn’t be overlooked. For example, workplace flexibility is becoming a differentiator in the global competition for talent. As a shortage of skills starts to hit hard in the coming decade and companies battle to acquire and retain knowledge workers, providing a flexible work environment will be as important as delivering a competitive pay package and a stimulating job. Some employees will want to work from a neighborhood office near where they live, rather than make a long commute to the corporate campus; some will want to collaborate with clients and employees while on the move; and others will want to work from home on a part-time or even full-time basis. Companies that offer creative solutions will be the employers of choice. 3. Increased Productivity The shift to mobile working can even improve productivity. While some managers instinctively assume that employees working away from the office will be less productive, various studies have found the opposite to be true. In an office environment, it is easy for people to hold unnecessary meetings, attended by employees who have only a marginal interest in the issues. When people work from different locations, holding a meeting means traveling distances – and they will do so only if they are convinced tH e le aDe r 24 MaY / j u n e 2008

Table of Contents Feed for the Digital Edition of The Leader - May/June 2008

The Leader - May/June 2008 Leadership Contents Message from the CEO Real Estate in the News Green Real Estate Work Without Boundries Building Flexibility Into the Business Strategy Multi-Generational Work-Force Design Work Force Longevity Analysis Wells Fargo's David Nelson Pennsylvania's Michael Rossman Globalization 2.0 Site Selection Consultant Directory The New York Report: A Core of Traditional and State-of-the-Art Opportunities Discovery Forum Findings Industry Tracker Young Leader Career Development Effective Leadership Economic Development in the News A Look Ahead In Our Next Issue Calendar of Seminars Index of Advertisers Executive Development Spotlight

The Leader - May/June 2008

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