I've also heard problems where people who work from home have difficultly of sperating work time and relaxing time, as their space becomes phsycially confused by both... the mobility factor doesn't seem to help this as "everywhere" is work
I think my personal ideal would be a mix of telecommuting and office work. It is good (for me) not to feel remote. Of course, that doesn't really help the employer with saving on overheads. On the contrary.
One thing I like about UBM (good to say something nice) is that I was explicitly told that the company recognizes a diversity of work cultures. Marketers, number crunchers, journalists are recognized as different beasts.
@AW. I bet some of the bigger firms have taken a look at this. I was working at a large international law firm when it converted from formal to smart casual. It was a big deal. Great concern about impact on clients.
Yes, availability is certainly important. We have a way to go with the technology. Very frustrating to be out of the office and suddenly you can't log in to the network for some reason or you have password problems.
That's how I feel, Mary. Management just needs to get comfortable with the common-sense idea that there are better ways to benchmark performance than where someone is, what they are wearing, whether they just walked the dog, or whether they are sitting up straight.
We had to wear dress shirts and ties to high school, to prepare us for the business world. We all rebeled in college and by the time we got to the professional world our high school dress code was more intense than most offices
As one who is wearing a Sergeant Pepper's Lonely Hearts Club Band t-shirt, jeans, and converse to work today I can't say I feel I'd be any more or less productive in something more business-like. Just less comfortable.
But the point about "mindset" reminds me of when I had to wear a uniform to high school. Teachers always hated "dress-down" days because they said the students acted more casual when they were casually dressed. I never agreed.
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Big-data and analytics tools enable marketers to understand customers as individuals, identifying unmet needs and addressing each customer as a "segment of one," says John Kennedy, VP corporate marketing, IBM.
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