Which Hybrid Work Model Is Best for Your Business?

在新冠疫情期間，許多國際企業(yè)發(fā)現(xiàn)，盡管人員始料未及地幾乎完全撤離了辦公室，但他們卻繼續(xù)保持了高效率和有成效的運(yùn)作。信息處理、與客戶溝通和客戶服務(wù)等日常任務(wù)和活動的數(shù)字化得到加強(qiáng)。對于網(wǎng)上接洽取代面對面的日?；?，員工也表現(xiàn)出了很好的接受度。因此，這些國際企業(yè)的領(lǐng)導(dǎo)人開始重新思考他們的組織模式。 During the Covid-19 pandemic, many organizations with an international presence discovered that their operations continued efficiently and effectively, despite an unanticipated and almost fully-fledged evacuation from the office. The digitalization of routine tasks and activities, such as information processing, communication with clients, and?customer service?intensified. And employees demonstrated a good degree of receptivity to the substitution of face-to-face daily interactions with online engagement. As a result, leaders of these international companies are rethinking their organizational models. 然而，

大規(guī)模遠(yuǎn)程工作既存在機(jī)遇，也存在挑戰(zhàn)。

那些能夠成功駕馭這些好處的企業(yè)可能會獲得競爭優(yōu)勢。但這需要改變組織的設(shè)計方式。為更好地理解此事可能是何模樣，我們借助了領(lǐng)導(dǎo)和研究這些企業(yè)的綜合經(jīng)驗以及新收集的數(shù)據(jù)。我們采訪了20位來自美國不同跨國企業(yè)的高管，這些企業(yè)的名字在全世界家喻戶曉，其中既包括年輕的、高增長企業(yè)，也包括早已享有盛譽(yù)的全球巨頭。

There are both opportunities and challenges of remote working at scale, however.

Those organizations that can successfully navigate these benefits will likely enjoy a competitive edge. But this will require a shift in how organizations are designed. To better understand what this might look like, we drew on our combined experiences of leading and researching these organizations and a new collection of data. We interviewed 20 senior executives in different U.S. multinationals that represent household names across the world. The multinationals included a mix of young, high-growth organizations and well-established global giants. 我們的研究涵蓋了原生數(shù)字企業(yè)和正加速進(jìn)行數(shù)字化轉(zhuǎn)型的企業(yè)，以及提供實體產(chǎn)品的企業(yè)。我們研究了領(lǐng)導(dǎo)者如何思考他們的組織模式，包括他們預(yù)見了哪些挑戰(zhàn)和機(jī)遇，以及他們正在考慮哪些模式。領(lǐng)導(dǎo)者的評估考慮到了企業(yè)及其員工的需求。 We covered natively digital firms and firms that are fast-tracking their digital transformation, as well as businesses with physical product offerings. We examined how leaders are thinking about their organizational models, including what challenges and opportunities they foresee and what models they are considering. The leaders’ assessment considered the needs of the business and their employees.

我們的研究映射出最高層領(lǐng)導(dǎo)思考未來組織結(jié)構(gòu)的方式。它還根據(jù)兩條新的設(shè)計原則提供了四種獨(dú)特的模式供國際企業(yè)考慮。

Our research signals how top leaders are thinking about their organizational structures going forward. It also provides four unique models for international organizations to consider, based on two new design principles.

國際企業(yè)的兩項原則

Two Principles for International Organizations

我們確定了兩項新的設(shè)計原則，以幫助你確定最適合大規(guī)模遠(yuǎn)程工作的通用組織模式。 We identified two new design principles to help you to identify the most suitable generic organizational model for remote working at scale.

考慮貴企業(yè)核心活動的任務(wù)環(huán)境背景。

Consider the task context of your organization’s core activities.

這將幫助你確定遠(yuǎn)程工作與辦公室工作之間的平衡。為了調(diào)查任務(wù)環(huán)境背景，領(lǐng)導(dǎo)者會評估有效且高效執(zhí)行任務(wù)所需的同事間關(guān)系性交流程度或事務(wù)性交流程度。 This will help you determine the balance between remote and office work. To examine task context, leaders assess the level of relational or transactional exchanges required between colleagues to perform reach task effectively and efficiently. 需要關(guān)系性交流的任務(wù)包括創(chuàng)新、知識創(chuàng)造和企業(yè)剛開始推進(jìn)的活動。這些活動仰賴于個體間在進(jìn)行生動、自發(fā)的互動時隨時產(chǎn)生的創(chuàng)造性火花。因此，關(guān)系型任務(wù)最好在經(jīng)過配置的辦公室環(huán)境中執(zhí)行。一家快速發(fā)展的科技公司的副總裁強(qiáng)調(diào)，他們的組織模式必須包括足夠的關(guān)系性交流來創(chuàng)新和分享知識，特別是在新員工融入企業(yè)文化的問題方面。 Tasks with relational exchanges encompass innovation,?knowledge creation, and activities where the organization has nascent processes. These activities rely on moment-to-moment creative sparks as individuals engage in vivid and spontaneous?interactions. Relational tasks are therefore best performed in the collocated setting of an?office. A vice president of a fast-growing tech company emphasized that their organizational model must include sufficient relational exchanges to innovate and share knowledge, especially around the integration of new hires into the organization’s culture. 相形之下，需要事務(wù)性交流的任務(wù)是常規(guī)化和程序化的任務(wù)，因此適合于數(shù)字交互。這些任務(wù)可以由獨(dú)立工作并與他人進(jìn)行虛擬協(xié)調(diào)的員工高效完成。我們的領(lǐng)導(dǎo)者談到的例子包括軟件開發(fā)、呼叫中心、內(nèi)部銷售及許多支持職能部門。一位副總裁提到，通過利用遠(yuǎn)程工作處理這些任務(wù)，他的公司估計，辦公室空間面積可以減少大約三分之一——這是一項重大的成本節(jié)約。 In contrast, tasks with transactional exchanges are routinized and proceduralized, and therefore suitable for digital interactions. These tasks can be performed efficiently by employees working independently and coordinating with others virtually. Examples our leaders spoke about included software development, call centers, inside sales, and many support functions. One vice president mentioned that by capitalizing on remote working for such tasks, his company estimates that about one-third of its office footprint can be reduced — a major cost saving. 當(dāng)然，許多活動同時包括關(guān)系性交流和事務(wù)性交流。因此，至關(guān)重要的是要檢查每種交流所占的比例，以及需要關(guān)系性交流的任務(wù)間的彼此聯(lián)系，還有實體辦公室在提供社會化空間以植入企業(yè)文化方面具有的價值。擁有強(qiáng)大企業(yè)文化的科技企業(yè)的多數(shù)領(lǐng)導(dǎo)者強(qiáng)調(diào)，他們的遠(yuǎn)程工作政策將包括指望部分工作在辦公室完成。這就使員工必須居住在合理的通勤距離內(nèi)。在任何情況下，視所需的平衡而定，混合制模式仍然可以以辦公室為中心（辦公室工作>遠(yuǎn)程工作）或以虛擬為中心（遠(yuǎn)程工作>辦公室工作）的方式實現(xiàn)。 Of course, many activities encompass?

both

?relational and transactional exchanges. So it’s critical to examine the proportion of each, as well as interconnections between tasks that require relational exchanges and the value of the physical office for offering a space for socialization to embed an organization’s culture. Most leaders of tech firms with strong organizational cultures emphasized that their remote working policies will include expectations for a certain presence in the office. This makes it essential that employees live within a reasonable commuting distance. In any case, depending on the balance needed, a hybrid model is still possible in either an office-centric (work in office > remote work) or virtual-centric (remote work > work in office) manner.

評估在國際市場雇有員工對于競爭力的重要性。

Evaluate the competitive importance of having employees in international markets.?

我們的多數(shù)領(lǐng)導(dǎo)者都提到了全球性的“人才爭奪戰(zhàn)”，并指出遠(yuǎn)程工作為他們的企業(yè)提供了前所未有的靈活性來引進(jìn)員工。這可能包括以更低的成本找到稀有、專業(yè)化人才或通才。它還可能涉及收購一家可以留住關(guān)鍵人才的公司（為了技術(shù)或市場份額）。此外，創(chuàng)建一個新的中心、將一批特定領(lǐng)域內(nèi)公認(rèn)的人才薈聚在一起可能符合企業(yè)的利益。 Most of our leaders mentioned a global “war for talent,” and noted that remote working gives their organizations an unprecedented level of flexibility to access employees. This may include finding rare, specialized skillsets or generic skillsets at lower costs. It may also involve the acquisition of a company (for technology or market share) where key talent can be retained. Moreover, it may be in the organization’s interest to create a new hub where there is a recognized cluster of talent focused on a particular sector. 當(dāng)然，在更多國家雇有員工會增加成本并帶來復(fù)雜性。我們訪談過的一位領(lǐng)導(dǎo)者對員工駐扎在多個國家時所產(chǎn)生的更大行政負(fù)擔(dān)特別警惕，因為就業(yè)和稅收法律存在巨大差異。她發(fā)出警告，這是一個企業(yè)在多個地方追蹤人才時通常被人低估的成本因素。 Of course, having employees in a larger number of countries increases costs and creates complexity. One leader that we spoke to was particularly alert to the greater administrative burden when employees are based in several countries due to disparate employment and taxation laws. She warned that this is an often underestimated cost factor as organizations follow talent in multiple locations. 根據(jù)企業(yè)產(chǎn)品的性質(zhì)，在國際市場上所需的存在程度也會有所不同。具有全球品牌認(rèn)知度、可以通過電子方式進(jìn)行營銷、交付和支持的產(chǎn)品（比如軟件應(yīng)用）適合集中運(yùn)作，無需地域分散。另一方面，建筑材料或易腐食品等昂貴或難以分銷的實物產(chǎn)品需要在每個國家的市場上有一定程度的實物存在，即使?fàn)I銷和銷售是以電子方式進(jìn)行的。 The required degree of presence in international markets will also vary depending on the nature of the company’s offering. Offerings that can be marketed, delivered, and supported?electronically?with global brand recognition (such as software applications) lend themselves to centralized operations with little geographical dispersion. On the other hand, physical products that are expensive or difficult to distribute, like building materials or perishable foods, will require some level of physical presence in every country market, even if marketed and sold electronically. 綜合這兩項考慮因素，企業(yè)可以選擇是在部分國家（國際化程度低）還是在許多國家（國際化程度高）雇傭員工。 Drawing together these two considerations, firms can choose between having employees in some countries (low internationalization) or many countries (high internationalization).

國際企業(yè)的4種模式

4 Models for International Organizations

綜合一家企業(yè)的任務(wù)環(huán)境背景及其國際化程度，我們提煉出適合國際企業(yè)的四種通用組織模式。為了舉例說明每一種模式，我們搜索了一些已經(jīng)大膽嘗試過每種模式的典型企業(yè)。此外，每一模式都顯示了我們采訪的領(lǐng)導(dǎo)者在與我們談話時所概述的內(nèi)容，并反映出他們對于遠(yuǎn)程工作的加速采用怎樣打開了他們對潛在組織模式范圍的看法。 Bringing together an organization’s task context and its degree of internationalization, we distilled four generic organizational models for international companies. To illustrate each, we searched for exemplar businesses that was already bold enough to experiment with each of the models. Moreover, each model illustrates what our interviewed leaders sketched when speaking to us, and reflects their views on how the accelerated adoption of remote working is opening their range of potential organizational models.

大型中心式組織（國際化程度低、關(guān)系型任務(wù)環(huán)境背景）

??

Large Hubs

?(low internationalization, relational task context)

以辦公室為中心，因為員工必須緊密合作才能完成專業(yè)化、知識密集型或創(chuàng)造性活動。這種組織在少數(shù)幾個擁有大型中心的國家建立了嚴(yán)密的架構(gòu)，這些中心配以員工，以激發(fā)創(chuàng)意與創(chuàng)新，這或許得益于知識集群或卓越中心。部分遠(yuǎn)程工作獲準(zhǔn)開展，但只能在靠近中心的地方進(jìn)行。人們期待通過在辦公室現(xiàn)身而進(jìn)行頻繁的合作。 This model is office-centric, as employees must work closely together to deliver on specialized, knowledge-intensive, or creative activities. The organization is structured tightly in a few countries with large hubs where employees are collocated to trigger ideas and innovation, perhaps benefitting from knowledge clusters or centers of excellence. Some remote working is permitted, but only in close proximity to the hubs. There is an expectation of frequent collaboration through the physical presence in the office. 比如，建筑師事務(wù)所等高度知識密集型的國際專業(yè)服務(wù)企業(yè)可能將其所有的工程、繪圖和設(shè)計開發(fā)集中部署在每個主要地點(diǎn)的中心。我們的領(lǐng)導(dǎo)者對于在高度知識密集型創(chuàng)造性企業(yè)之外也采用這種模式表現(xiàn)出了更加開放的態(tài)度。比如，一家全球汽車領(lǐng)軍企業(yè)的IT總監(jiān)描述了他們公司的新系統(tǒng)開發(fā)如何不再是集中進(jìn)行，而是向大型、區(qū)域性軟件及產(chǎn)品開發(fā)中心轉(zhuǎn)移。 For example, highly knowledge-intensive international professional service firms, such as architectural firms, might co-locate all their engineering, drawing, and design development in hubs across each major location. Our leaders indicate a more open approach to the adoption of this model beyond highly knowledge-intensive creative organizations as well. For example, the IT director of a global automobile leader described how new systems development for their firm is no longer centralized, but moving towards large, regional software and product development hubs.

中心加衛(wèi)星點(diǎn)式組織（國際化程度高，關(guān)系型任務(wù)環(huán)境背景）?

?

Hubs and Satellites?

(high internationalization, relational task context)

也是以辦公室為中心，主要依靠世界各地的重要中心，但也要輔以衛(wèi)星式運(yùn)作，以利用較小的知識員工集群或區(qū)域?qū)I(yè)人才集群。比如，我們采訪的專業(yè)服務(wù)企業(yè)領(lǐng)導(dǎo)者使用了衛(wèi)星辦公室，通過結(jié)合本地專業(yè)知識與全球視野的方式來應(yīng)對本地需求。 This model is also office-centric, relying largely on key hubs around the world, but with satellite operations to take advantage of smaller clusters of knowledge workers or regional specialities. For example, leaders we interviewed from professional service firms use satellite offices to respond to local needs by combining local expertise with global perspectives. 這種組織模式的采用是為了在更復(fù)雜的市場中獲得創(chuàng)新，以便在整個集團(tuán)內(nèi)共享，它讓國際企業(yè)能夠受益于協(xié)作和創(chuàng)意的交叉共享。一家領(lǐng)先的在線廣告公司的副總裁談到了該公司如何從大型中心模式轉(zhuǎn)變?yōu)樵谑澜绺鞯卦黾訃H衛(wèi)星點(diǎn)，以便有機(jī)會進(jìn)入?yún)^(qū)域人才庫。這種模式基于這樣一種信念，即，大多數(shù)互動最好是面對面進(jìn)行，通過在主要中心和較小的衛(wèi)星點(diǎn)為所有員工提供方便通勤的龐大辦公室網(wǎng)絡(luò)，它可以促進(jìn)這一目的達(dá)成。 Adopted to access innovation in more sophisticated markets for sharing across the group, this organizational model allows international organizations to benefit from collaboration and the cross-sharing of ideas. A vice president of a leading online advertising operation spoke of how the organization is moving to from a large hubs model to adding international satellites around the world to facilitate access to regional talent pools. This model is predicated on the belief that most interactions are best done face to face, and it facilitates this by providing a large network of offices, both in major hubs and smaller satellites, within easy commuting distance for all employees.

分散式組織（國際化程度低、事務(wù)型任務(wù)環(huán)境背景）

??

Distributed?

(low internationalization, transactional task context)

模式中，多數(shù)任務(wù)都是高工作量的常規(guī)任務(wù)，因而容易數(shù)字化。因此，企業(yè)適合分散布局。工作地點(diǎn)依據(jù)人才的多寡和成本而定。通常，這會擴(kuò)展至少數(shù)國家，但不會超過這一范圍。如有必要，公司產(chǎn)品無需公司進(jìn)駐就可以進(jìn)入更廣闊的市場。 In this model, most tasks are high volume and routine, and hence easily digitalized. Therefore, the organization lends itself to distribution. Work is located based on the availability and cost of talent. Typically, this will extend to a small number of countries, but not beyond that. If necessary, wider markets for the company’s products can be accessed without requiring a presence there. 比如，全球增長最快的產(chǎn)品及公司建設(shè)者在線社區(qū)Roadmap.com背后的軟件公司Aha!，其成立時沒有辦公室。所有員工分散在美國各地和其他幾個國際地點(diǎn)。因看到這種組織模式對老牌企業(yè)也有好處，一家高度規(guī)范化的制藥公司的副總裁確定這一模式是一種選擇，特別是在藥品脫離專利、創(chuàng)新活動的需求減少之時。 For example, Aha!, the software company behind Roadmap.com, the world’s fastest growing online community for product and company builders, was founded without an office. All its employees are distributed across the U.S. and a few other international locations. Seeing the benefits of such an organizational model also for established firms, the vice president of a highly routinized pharmaceutical firm identified this as an option, particularly as drugs move off patent and less innovative activities are required.

全球虛擬式組織（國際化程度高、事務(wù)型任務(wù)環(huán)境背景）?

Global Virtual?

(high internationalization, transactional task context)

模式允許在全球范圍內(nèi)獲取人才。這一模式的動因不是尋找特定人才或有利的勞動力成本，非常適合那些對業(yè)務(wù)的全球性有要求的企業(yè)，但在每個國家都只有少量員工的情況下仍能取得成功。比如，十億美元級初創(chuàng)企業(yè)Automattic在79個國家擁有1300多名員工，他們講99種不同的語言。在這種模式中，許多國家的員工作為一個全球性但虛擬的企業(yè)一起工作，跨越地域界限相互接洽，通常選擇自己的工作地點(diǎn)。為了建立更深層次的聯(lián)系，他們一年會一次面。鑒于這一切情形，實體辦公室不會有太大價值。 This virtual organization model allows talent to be accessed worldwide. Rather than being driven by a search for specific talent or favorable labor costs, this model works well for companies whose business requires them to have a global presence, but can still be successful with a small number of employees per country. The billion dollar startup, Automattic, for example, has more than 1,300 employees in 79 countries speaking 99 different languages. In this model, employees in many countries work together as a global but virtual organization, engaging across geographical boundaries and generally choosing their own work locations. To create deeper bonds, they meet up once a year. Given all of this, physical offices would have little value. 采用這種模式的企業(yè)也可能處于虛擬開展某些關(guān)系型任務(wù)的前沿，創(chuàng)造性地應(yīng)用技術(shù)和新的工作方法來完成通常需要實地集中辦公的任務(wù)。我們的幾位領(lǐng)導(dǎo)者對這種做法很感興趣，對這種設(shè)計所提供的靈活性和適應(yīng)性欣然接受。然而，他們也認(rèn)識到，他們的企業(yè)可能離這種模式尚有一段距離。未來會成為這一類別中其他企業(yè)之典范的是Automattic這類今天的初創(chuàng)企業(yè)和規(guī)?；髽I(yè)。 Organizations adopting this model may also be on the leading edge of making some relational tasks virtual, applying technology and new work practices creatively to cover tasks that would normally require physical colocation. Several of our leaders were enthusiastic about such an approach, embracing the flexibility and adaptability this design offers. However, they also recognized that their organizations may yet be some distance away from this model. It is today’s start-ups and scale-ups, like Automattic, that will act as exemplars to others in this category. 領(lǐng)導(dǎo)者必須為他們的組織選擇適當(dāng)?shù)哪Ｊ剑岳脟H分布式遠(yuǎn)程工作所提供的機(jī)會。我們認(rèn)為，本文介紹的模式將成為主流，因為它們正在被成熟企業(yè)和初創(chuàng)企業(yè)所采用。為了未來有備無患，哪種模式最適合你的企業(yè)？? Leaders must choose the appropriate model for their organization to capitalize on the opportunities that internationally distributed remote work has to offer. We propose that the models introduced in this article will become mainstream as they are adopted by both established businesses and start-ups. To prepare for the future, which is best for your business? 埃絲特·蒂普曼（Esther Tippmann）?帕梅拉·夏基·斯科特（Pamela Sharkey Scott）馬克·甘特利（Mark Gantly） | 文 埃絲特·蒂普曼是愛爾蘭國立高威大學(xué)(National University of Ireland, Galway)的戰(zhàn)略學(xué)教授，她的研究與教學(xué)興趣涉及國際運(yùn)作企業(yè)的戰(zhàn)略挑戰(zhàn)。帕梅拉·夏基·斯科特是都柏林城市大學(xué)(Dublin City University)戰(zhàn)略學(xué)與國際商務(wù)教授，研究、教學(xué)和咨詢服務(wù)專注于企業(yè)領(lǐng)導(dǎo)者如何在跨國公司中制定和實施戰(zhàn)略。馬克·甘特利是愛爾蘭國立高威大學(xué)的管理學(xué)兼職教授，并在美國的跨國企業(yè)中擔(dān)任研發(fā)領(lǐng)導(dǎo)人，其中包括在2009-2015年間擔(dān)任惠普高威公司的負(fù)責(zé)人和董事總經(jīng)理。 劉雋 | 編輯