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

Key Contacts

Taylor Buzan

Senior Director

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Topics

Operational

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