Remote Control: Managing and Delivering Capital Assets with a Distributed Workforce

What’s the difference between “working from home” and developing a distributed workforce strategy and capabilities? One is a response to an unexpected pandemic, while the other is designed to be a sustainable long-term working model. In the capital projects and asset intensive industries, a distributed workforce strategy and capabilities allows companies to adapt to disruptions and unlock a myriad of tangible, trackable benefits that can include:

  • Reduced indirect project site cost (temporary facilities, power and utilities, transportation, insurance)
  • Reduced office space needs and costs
  • Reduced travel expenses and per diem Expanded pool of potential job candidates and increased retention of talented personnel Leveraging global resource time zones
  • Cultures with differing work weeks can extend the available working days (e.g., Sundays or Fridays treated as workdays
  • Reduced environmental impacts and carbon footprints

Four Fundamental Elements of Success

Capital asset management organizations must consider four elements that are fundamental to a successful business strategy: People, Process, Technology and Data (PPTD). A transition to a distributed workforce must address each of these elements in order to bring added value to the organization’s functions, processes and enterprise operations and to avoid long-term negative impacts.

Culture Shock

This article also highlights the culture changes needed for a successful transition to a distributed workforce model, including:

  • Clearly defining the mission, vision and objectives
  • Incentives for proactiveness
  • Open lines of virtual communication
  • Encourage flexibility
  • Avoid relapse

Related Insights

Related Information

Published

December 14, 2020

temp Key Contacts

Taylor Buzan

Senior Director

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