XC’s Reflection on Remote Work

I wrote this 2 nights ago to share with my CE. Sharing it here too, my reflections on remote work. :))

2017 and 2018 have both been pretty unusual years for me. In terms of work, each year has been rather different too. 2017 was more of me trying to understand exactly how I could value-add and contribute, given that the work assigned were ad-hoc, of various natures, and for different divisions and teams. 

The start of 2018 saw a different twist to work, where I thought it was my great privilege to work, grow professionally and learn together with Soon Joo. The whole concept of what Deloitte Future of Work COE painted – Work, Workplace, Workforce, Ways of Working, and Capabilities for work – came to life. I thought I would use this frame to share my personal remote work journey.

·   Work is definitely exciting, challenging and engaging, as many of these pieces are think pieces, new pieces, idea-pieces and require generally quite a lot of sparring, discussions, collaboration. Time flies so fast I cannot believe that I will once again be returning back to SG, soon.

·   Workplace – is undoubtedly mobile, no fixed place. For now, I have created a cosy corner in Abu Dhabi. Some weeks, it could be at OMB, but other times, workplace is virtual, on zoom or via whatsapp or even through platforms (e.g. LinkedIn, FB Workplace) where work can be discussed. Workplace is now “any time”, “any where”. 

·   Workforce – probably not in the sense what other organisations would describe – the gig economy, contingent workforce; etc. For now, workforce in the team is, just, lean. FO is probably the smallest division in SSG? 

I think there are a lot of benefits to being lean. One of them is definitely its agility, nimbleness. The lack of hierarchy eliminates several administrative inefficiencies, and promotes very open discussions. 

I like this particular picture that aptly sums up the synergy within the team currently.

Source: https://www.weforum.org/agenda/2017/12/is-management-era-

·      This leads me to “Ways of Working”, and this way of working is a pretty new experience to me. 1) How should I work most effectively? Should it be the “8am-6pm” type or would it make more sense to work in “short spurts” (lots of articles supporting such a concept); or should I work when I could focus more (like now, 1am AUH time). And oh man oh, we have had early morning meetings (like 4am at AUH time).

At the end of the day, I figured that a structure is good. But structure + flexibility is even better. While pretty tiring at times, I think the motto – to live the best every day, enjoy each day fully – is the best way forward. 

In this remote setting, technology also really bridges the distance. The constant engagement and checking in virtually makes me feel that I am still very much a part of the organisation, and negates any alienated feeling.

·    For the last bit – Capabilities for Work – the most striking thing is – On the Job Learning, and this means basically, learning what is required for all the various projects, learning about future work – through discussions, readings, networking, online modes (google, videos, tedtalks, ted-ed, market intelligence platforms, being thick-skinned and cold-call to engage, etc, etc, etc). While these are generally classified as informal learning, they formed such a large part of the OJT and learning experience. Learning by Doing, Work-Learn, the direct application of learning immediately – all help to capability-build. The other necessary ingredient is to be curious. And, practically setting aside the time and discipline to consolidate thoughts, reflect, ponder, read, learn. 

Of course, I could go on further and share my own experiences of what would make this whole remote work process smoother, and the roles that I think both the employee and organisation could play in facilitating this. J

I shall leave that to another time.