Organising the balance between exploration and execution in remote work time

The strengthening of telework, despite certain concerns on this front, demonstrates positive effects on productivity. This finding aligns with earlier studies conducted by N. Bloom of Stanford, with double-digit gains. However, the medal as always has its flip side, with negative impacts on certain aspects of work.

As O. Sibony (HEC ex McKinsey) states brilliantly: "everything that is formalised is tele-robust, everything that is informal is tele-fragile".

This aligns with D. Marquet's developments (originator of Intent-Based Leadership) on the differentiation between "red work" (execution time, exploitation of the existing, respect for procedures and schedules, "head in the handlebars…") and "blue work" (time for reflection, sharing, exploration, regulation, questioning the uncertain and creating new activities, "head held high…").

Telework productivity gains are related to the tele-robust "red work" to which it is conducive. Conversely, creating and managing the essential times of "blue work" remotely is a challenge. Yet neglect and non-involvement of all in "blue work" to adapt, evolve and create collectively are a real danger in the long term that immediate productivity gains should not undermine.

And in your company? Is there clear awareness of times of "blue work" and "red work"? How is the balance between the two managed, especially remotely?