Since the beginning of the Great Plague, I’ve been an “occasional” essential employee. That mostly means I schlep over to the office on days when a warm body is needed to meet the mandate that someone physically be there.
Like my Pepto-Bismol pink shirts of yore, worn as a mark of being sick of a never-ending monthly series of hours long meetings that accomplished absolutely nothing, I do my best to arrive on duty these days wearing my finest red shirt. Like the red-shirted crewman of Kirk’s Enterprise, I know too well that my role here is to be utterly replicable phaser fodder.
What I’ve learned through four months of working through my occasional role as a red shirt is that easily 90% of what I do professionally can be done from anywhere in the world that offers a stable high speed internet connection. As often as not, it can be done faster from such far flung locations as my home office or back porch because the work isn’t interrupted every 15 minutes by chatty colleagues or impromptu meetings. If I’m brutally honest, the other 5-9% of work that I need to be in the office to do could also be done from remote locations, but would require something more than the current “basic load” of software we have to work with.
That leaves somewhere between 1-5% of work activities that require specialized access or equipment that can only be provided in the actual office. Even assuming the upper end of the range, which I’m not conceding other than for illustrative purposes, that’s a legitimate need to be in the office about one twentieth of the time spent working.
I have to wonder if, at some point, the universe of bosses will figure out that constructing these monumental buildings of concrete and glass are ultimately a bad return on investment. They’re literally billions of dollars of infrastructure that can’t be justified because the work doesn’t need those buildings to get done. Better, perhaps, to build smaller, more cost effective offices that people could use “as needed” rather than continue to proceed from the assumption that nothing can be done if it’s not happening in a cubicle.
I’ve got, hopefully, less than fifteen years left in this ride of mine, so I doubt seriously I’ll see that glorious awakening – not when the current generation of uber-bosses still like to throw around phrases like “team cohesion,” “collaborative workspace,” or “synergy.” They’re still too hung up on seeing asses in seats and slavering at the bit for the day they can bring everyone back to cubicle hell.
They have the power. They can return the office to (almost) exactly what it was before the Great Plague. They can, but they shouldn’t want to. They should replace the old constructs with something better, more cost effective, and employee friendly.
I know it’s a dream, but it’s a happy one – and one I won’t stop advocating for even when they bring all the red shirts back.