The third year after COVID-19 is also the third year that digital transformation has hit the accelerator button. Over the past three years, the only thing that hasn’t stopped is the upgrading of technology, which has led to a re-examination of working patterns both at home and abroad. The telecommuting mode of “Work from home” has been popular abroad, but it has been practiced several times in China due to the impact of the epidemic.
Does telecommuting make team management easier or more complex? What will telecommuting software represented by Tencent conference bring to the efficient communication of enterprises?
Tencent Cloud TVP gathered 20 senior industry experts to launch the TVP technology management closed-door meeting of “Redefining Leadership”, in which big names shared common scenes in technology management and searched for classic thinking in technology management with thematic debates. On March 27th, TVP leaders took the participants through the transformation of technology management in the digital era with the theme of “Change and Original Intention under the Era”.
The change and invariance of technology managers in the post-epidemic era
Shen Gan, Vice President of Technology at Youzan and TVP of Tencent Cloud, is an industry veteran who has been working in the technology field for more than 20 years. Along the way, he has played a sharing role in several technical organizations with the development of technology and the continuous growth of team size. Based on his own experience, he shared the theme of “Change and Change of Technology Managers in the Post-EPIDEMIC Era” with participants from four aspects.
Post-epidemic impact on the industry
At the beginning of sharing, Teacher Shen Gan showed us two old photos:
Above, d-Day (left) and evacuation from Dunkirk (right). The meaning represented by these two pictures also implies the general status quo of Internet enterprises in the past two years, from the general “live well” in the past bonus period to the primary pursuit of “survive” now. Behind this is not only the impact of the epidemic on the entire industry, but also the regulatory and normative policies that industries such as real estate, Internet finance, education and platform e-commerce have been subjected to after the stage of “savage growth”. In this context, we all face some new challenges.
Shen Gan shares some of his reflections on the changing environment, saying that the current underlying paradigm of The Chinese economy has been reset. In the past decades, China has been planning around the economic priority, with economic development driving social progress, and has achieved remarkable results.
After entering the new era, the country also began to adjust the underlying logic of economic development, began to pursue sustainable development, adjusted income level to promote social equity, and increased input in data security, autonomy and control. At this critical stage of development, the old economic model is suppressed and the new one is supported. Ideally, by 2030, China will have 1 billion people living in a better standard of living than Shanghai today, with a per capita disposable income of more than 80,000 yuan. From this perspective, the engine that drives development has changed dramatically, and the way we think about things is bound to change dramatically with it.
What is technical leadership
Returning to the theme of this sharing, Mr. Shen Gan explains the definitions of technical leadership:
Leadership refers to the ability to make full use of human resources and objective conditions within the jurisdiction to achieve the required things at minimum cost to improve the efficiency of the whole group. It is a kind of influence that individual guides the whole group, and technical leadership refers to the influence of Team Leader on the whole technical Team.
Shen Gan shared some classic technology management models, including the hexagonal model of leadership, technical strength, system building ability, personnel management ability and cultural construction ability. It also includes the Weinberg technology Leadership MOI model, which has a great influence on him. However, many technical managers often encounter various problems in practice. The reason is that they do not really grasp the key to the problem, but mechanically apply the model theory. According to Shen Gan, the key to technical leadership in today’s dramatically changing business environment is how to lead teams across discontinuities.
Refactoring Technology Management
It’s only been two years since the term “roll-in” became popular, but over the past decade or so, the Chinese Internet has been a very typical roll-in era, where everyone pushes things to the extreme and then gets more complicated and difficult to move forward. Under the background of such times, new requirements for technology management are put forward. How to make the technical team super (unlimited) high delivery efficiency has become the biggest value of technology management.
The underlying logic of the environment has undergone fundamental changes, leading to the adjustment of the company’s business, and finally brings the internal requirements for the change of the management mode of the technical team. According to Shen Gan’s analysis, most R&D teams evolve with business. As business becomes complicated, management costs rise and collaboration challenges arise, which is a passive state for the technology side.
Referring to Chen Chunhua’s “Synergy” theory, Shen Gan deconstruct in detail what r&d teams have done in terms of specialization, process, empowerment and individual activation, as well as some of the technical concepts or cultural approaches that they represent, which ultimately still improve efficiency.
In such a development model, delivery efficiency is the priority of the R&D paradigm, and the pursuit of fast business development has become the core, so it is easy to lead to delivery efficiency as the point of business development. Therefore, in the new scenario, the core of technology management should be changed from the pursuit of delivery efficiency to cost reduction and efficiency increase, low cost trial and error, from the pursuit of extreme fast, to the pursuit of fast and accurate.
How do you do it fast enough? Teacher Shen Gan proposed three key aspects of collaboration, service and empowerment, and also took a good example of practical business, achieved remarkable results of 50% reduction in work complexity, 50% increase in delivery efficiency, 50% increase in publishing efficiency and nearly 70% increase in concurrency.
How to achieve accurate? This direction is also on the way of exploration. Professor Shen Gan also cited several key directions, such as business visualization, API standardization and capability domain.
Get back to basics and re-examine the value of technology
When it comes to the nature of technology, Shen gan also recommends Brian Arthur’s bestselling book of the same name, which has some of the same ideas as today’s changes. Technology is actually the driving force behind development, by capturing phenomena and applying them to development. Underlying logic changes, market changes, and business changes are forcing technology to change the underlying paradigm of development.
Finally, Shen Gan also proposed a model of the development stage of the technical team and recommended that you divide it into your own technical team diagnosis.
Tencent conference helps enterprises communicate efficiently
Tencent’s vice President of cloud, tencent meeting Chen Jiansheng, director of technology for the participants brought titled “tencent meeting help enterprise efficient communication”, the theme of the speech, from tencent conference behind the technology, connecting people, people and space, hardware and software integration, etc have revealed more than 200 million users at home and abroad, how the application of video meeting is tempered. \
Tencent conference facilitates efficient communication
Since its launch at the end of 2019, Tencent conferences have attracted more than 200 million registered users in more than 220 countries and regions around the world, with more than 4 billion online meetings held annually. In addition to the massive traffic favored by both sides of B/C, Tencent Conference also provided technical support at many national conferences such as Canton Fair and World Artificial Intelligence Conference.
So far, Tencent conference has achieved the full coverage of team collaboration, business negotiation, remote recruitment, online training, salon summit and other scenarios, meeting the needs of different industries such as retail, education, Internet, medical care and so on.
Based on Tencent cloud’s global coverage in more than 70 countries and regions, more than 2800 accelerated node deployment, and Tencent Conference’s professional, extreme and open audio and video technology, users can guarantee a stable, clear and smooth audio and video conference experience anytime and anywhere. Users can join a meeting on multiple devices, such as applets, desktops, and mobile devices. Communication between devices on the seven platforms is supported.
After several years of polishing, Tencent conference built sophisticated real-time audio and video communication control mechanism. On the basis of traditional congestion control algorithms, our engineers use clustering analysis and other strategies to optimize different network congestion environments. For the enterprise environment with special network conditions, intelligent flow control is used to adjust, so that users can get the best experience without feeling.
As real-time audio and video communication has high requirements for network quality, the actual service quality of mobile Internet cannot be guaranteed anytime and anywhere. Based on the user experience, Tencent Conference modeled the user’s QoE based on the minimum acceptable difference (JND), realized the adaptive adjustment of the parameters of each module, combined with in-band FEC, ARQ and unique low-delay Jitter Buffer technology, improved the resistance to harsh network environment, and ensured highly reliable network communication transmission.
AI technology provides a new technical idea for audio and video communication. Through video super resolution, improve the image quality of weak screen. At the same time, the combination of light correction and heavy lighting technology, improve the experience of front background fusion. In addition, Tencent Conference uses deep learning technology to take the lead in providing innovative experiences such as virtual background, picture-in-picture, same-frame mode, beauty and eye contact. The AI algorithm is used to enhance the speaker’s voice and suppress background noise.
H.265, H.265 SCC standard, combined with high definition low code and perceptual coding technology, still maintain high picture quality at low bit rate. Through scene detection and recognition, we can get better video and screen sharing experience based on scene adaptation coding scheme. SVC coding technology is used for hierarchical coding to adapt to different network environments.
Combined with the above network and AI technologies, Tencent Conference helps users in different network environments to provide the best audio and video communication effects.
Connecting people, breaking the distance of space
As a professional technical leader of cloud video conference application, Mr. Chen jiansheng introduced how Tencent conference connects people and breaks the meeting space through five “meetings” of Tencent Conference:
- Meeting organization: easy to set up the meeting registration, support private chat host, set the white list, can easily open the waiting room.
- Collaboration: support PPT sharing, remote interactive annotation, a variety of sharing modes, support zoom and “picture in picture” mode, etc.
- Sorting: Supports meeting recording, automatic meeting minutes, cloud editing and other sorting methods during and after a meeting.
- Co-create: support remote control, real-time subtitles, file transfer and other functions.
- Meeting management: Supports hybrid cloud deployment, protects enterprise information security, and flexibly adjusts bandwidth deployment.
In addition, Tencent Conference launched the product form of webinar at the end of last year, which can distinguish the three identities of host, guest and audience, with a maximum support of 50,000 participants. In addition, Tencent Conference also supports enterprises to customize the meeting details page, enterprises to define the unified virtual background, personalized invitation cards and customized domain names, and other functions to facilitate the brand communication of enterprises.
Connecting people and space, integrating hardware ecology
Mr. Chen jiansheng introduced that it is very important to integrate cloud conference applications with long-developed traditional video conference hardware. The conference room connector of Tencent conference can communicate with H.323/SIP conference room equipment. Compatible with Polycom (Poly real), Cisco, huawei, and zte, create vendors such as h. 323 / SIP conference room hardware equipment (the content comes from tencent conference website meeting.tencent.com/support-doc…). To retain the investment value of the enterprise’s original hardware assets, activate the expansion of traditional video conferencing applications to cloud services, make the enterprise’s conference rooms go to the cloud, and inspire new vitality of different meeting Spaces!
On the other hand, Tencent Conference continues to build an open and connected hardware ecosystem. At present, there are more than 20 hardware cooperative brands, and more than 50 hardware products have passed Tencent Teana equipment certification. Tencent conference Rooms can be combined with certified hardware devices to flexibly adapt to different meeting scenarios such as large, medium, small and large training Rooms. At the same time, Tencent Conference will continue to enrich the product forms of conference room solutions, so that enterprises have more choices to benefit from the old and upgrade their personalized meeting space.
Openness and sharing will facilitate digital upgrading
Mr. Chen jiansheng said that Tencent Conference has provided rich API interface calls for enterprise IT, system integrators and SaaS service providers, and realized the connection between industry applications, enterprise office platforms and Tencent Conference.
Multiple applications can be extended to meet the needs of using other applications in collaboration and improve efficiency. At the same time, adhering to the principle of good technology, technology and public welfare work together, Tencent conference opened up Teana AI voice technology, specially designed for hearing impaired users personalized AI voice enhancement auxiliary listening algorithm, so that hearing impaired users can not only hear clearly, but also “see clearly”. Tencent Conference team will continue to improve its own technology and ability, and through technology, platform, interface and other open and ecological cooperation, to help more enterprises to realize the digital upgrade of online communication.
Peak debate:In the era of telecommuting, team management changes and changes
This round table set up a wonderful debate competition, the topic is “Telecommuting era, team management change and constant”. The first team held the view that “telecommuting is easier for team management”, while the second team held the view that “telecommuting is more complicated for team management”, and launched a fierce confrontation.
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Square yuan cosmic battle group: a debate TATA wood door CIO Le Yongbin; Second argument Layabox Partner Li Ming; Third debate Intel senior chief engineer, cloud innovation Center technology director Cheng Congchao; Wang Ye Return, Vice President of Technology for Tributary Technology.
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TVP team: Shen Xin, senior vice President of Xicha Digitization; The second argument is Tan Zhongyi, vice chairman of TOC and Open Atom Foundation; Third debate Vivo R&D manager Yang Zhentao; Apache Software Foundation Member Guo Wei
Try to link
A debate le Yongbin
The focus of this discussion is telecommuting, which inevitably brings back the traditional centralized work model. After the first industrial Revolution, factory production replaced the production mode of family small workshop, and the professional division of labor began to emerge gradually. Since then, management thoughts have also begun to gradually demonstrate and iterate based on this division of labor. Since then, both the second and the third industrial Revolutions have centered on the centralized office mode generated under the specialization of labor. The focus of centralized work is based on process monitoring. Therefore, all the methods and strategies in the past pay too much attention to process monitoring and require centralized work. One is the fear of telecommuting mode, and the other is the absence of telecommuting conditions, which is a kind of management anxiety.
From a manager’s point of view, it’s natural to reject the novelty of telecommuting at first, but it’s still catching on. According to Maslow’s demand theory, when human’s pursuit of satisfaction gradually evolved to high-end demand growth, the demand for telecommuting is irresistible, and the demand for reform of this office mode is more powerful for individuals. In the face of this general trend, managers’ cognition and methods should follow the trend, so as to empathize with team members, create a win-win situation.
To sum up briefly: first, the specialization and fine division of labor in the era of intelligence has spawned the demand for remote office; Secondly, the uncertainty of market and environment, as well as the requirement of efficiency and cost of enterprise operation and management, stimulate the need for the transformation of such communication, coordination and cross-regional approach. Third, innovations in technology and tools have been sufficient to make telecommuting platforms cost-effective and sustainable. Fourthly, the demands of personnel ability, quality and self-improvement call for managers to pay attention to individuals and highlight individual values. To sum up, we believe that it is necessary to embrace telecommuting, which can free managers from the complicated work and better focus on goals and efficiency, improve the performance of the whole team, and achieve a win-win situation for both the enterprise and the individual.
The opposing side argued shen Xin
The topic of this debate is the complexity of telecommuting for team management, and team management has its own focus. Team management is not only about completing work, but also about empowering and moral education. It is also very important to pay attention to the growth of the team. If we only discuss the efficient completion of KPI, we cannot meet the core requirements of team management. We should pay attention to the growth of the team. Whether it is cultural inheritance or teaching by words and deeds, the interaction of all details is very important, which is exactly what remote office lacks. Building team chemistry through telecommuting only adds complexity.
In addition, telecommuting inevitably introduces new tools — I have at least four or five different software packages installed on my phone to participate in remote meetings with various companies, as well as training my team and even facing cyber security challenges — to add to the complexity.
So to repeat our point, telecommuting complicates team management. So we’re not trying to negate telecommuting. Complexity is a good thing in a way. Complexity can lead to a lot of niceties, and when we do it right, we can make a lot of money. Just like a complex industrial robot can do more things than a simple hammer, complexity is also an improvement of our management level. Simplicity is not the goal, but the goal is to generate value. If complexity can bring value, we should embrace it together and adapt to it, rather than believing that simplicity is good.
Attack debate link
The second argument is li Ming
The argument of the opposite side is off the topic. There is no comparison between the offline office and the remote office. Without comparison, how can it be simpler or more complicated? That’s the first question.
The second issue is cyber security. Who can say there is absolute security on the Internet? Security is all relative, choose well-known office products, I think most are safe. But if you say absolutely safe, no one dares to guarantee, and there is no such product. So we can’t attribute these problems to telecommuting because it’s not just a telecommuting problem.
Third, telecommuting does not conflict with teaching and training by word of mouth. Many people fall into the trap of thinking that the advantages or disadvantages of working online don’t apply to working offline, and that’s not true. Today’s debate is a point that needs to be compared. Team management is a problem that needs to be faced both online and offline. We should start from the scene to make a comparison, rather than talking about the advantages and disadvantages of the scene.
Team management is worried about online office slack due to lack of supervision, in fact, just committed the common disease of management. From the actual experience, only a small number of grass-roots employees will have this problem, and through communication and reminder and the application of office tools, can be improved. Most managers and older employees with higher professional literacy rarely have involuntary problems. If there is, it is basically due to the distribution and coordination of management work, or the work content is not clear and transparent. These problems are caused by problems, and these problems are inevitably encountered in the management process of daily office, including our offline office.
In my opinion, the core of team management lies in principle, because management is actually the establishment and implementation of rules, which is relatively easier to define and implement. Management, to understand the superior’s business objectives, determine the long-term nodes of work objectives, short-term nodes, sorting, quantification, assignment of work and so on. Theory is more important and complex in daily work. When offline office, many companies ignore the use of office tools, and the process of telecommuting, face-to-face trust will reduce, will significantly enhance normative process, often with the help of such as OKR, KPI, daily, weekly, and so on online management tools, online office, and the tube process more transparent and clear, This will make managing the entire team much easier.
On the other hand, there are more complicated problems with offline work, where there is no online work. For example, in cities like Beijing, it often takes more than an hour to travel one way. The attendance problem caused by commuting problems itself adds complexity. Even HR will often encounter cases of missing out on talent because the workplace is not suitable, and there are quite a few. Online office can break the limitation of space, so that the talents from the same city or other places can realize the cooperation of work through remote office. As we all know, the work efficiency of top talents and high-quality talents will be greatly increased or multiplied, and the management cost will be greatly reduced. Telecommuting can build and pool the national talent pool, and the introduction of high-quality talent will also make management easier.
In the end, I think there is no time constraint in this debate. Not only the current online office, but also in the future, with the development and maturity of technology, there may be no great difference between immersive online office and offline office in the future meta-universe. The trans-regional advantages of online office will become more obvious, and with the more and more mature tools and ideas of online office, the management of online office will become simpler and simpler.
Opposing party two debate Tan Zhongyi
First, in the speech of the opponent, which is more complex, offline working or remote working, is opposed. Our view is that remote working makes team management more complicated, and we do not deny the necessity of offline working. So both are necessary, and the coexistence of both creates complexity in team management.
Second, online teaching by words and deeds cannot replace offline communication. Because offline communication can build a sense of trust, can better coach the new recruits, can give the new team endowed with a sense of warmth. For example, in some online office teams, there is only one person in a certain city. Although he can participate in the team through online means, it is often difficult to retain such a person, because he cannot touch the sense of belonging of the team.
Third, compared with the grass-roots soldiers, the management does not need to offline, but is wrong. In many large companies, senior engineers are required to work in the headquarters, or they need to travel a lot of time to the headquarters, such as Tencent in Shenzhen. In this form, online office cannot be completely solved. Offline and online office have their own advantages and cannot be replaced by each other. This is the problem of complexity.
Finally, I would like to emphasize our view that telecommuting complicates team management and is a current reality. We are still in the process of further development of IT technology, team quality and team ability are still in the process of continuous improvement, the domestic IT team is far from comparable to the first-class remote office team company in Silicon Valley. There may be some local cases in China, which can indeed be divorced from the offline office scene, but from the overall point of view, complexity will remain for a long time. In terms of the recruitment and retention of the team, telecommuting requires team members with high quality, strong ability and good communication skills, which increases the pressure of recruitment exponentially, and also requires high level of leadership of team managers, which will bring more complexity.
Square three arguing cheng congchao
The logic and scenario examples put forward by the opposing side seem to have become simpler rather than more complex in my own experience. First of all, it turns out that we all have offline meetings, so give each other a look and you can see what it means. But most of the time, PUA phenomenon in the workplace is triggered by a tacit look, a look from the team leader may be good or bad, but in the online scene of telecommuting, the output in the workplace can be measured by quantitative indicators, but it makes the world simple.
Second, employee turnover is largely unrelated to whether the team is working remotely or not. Either you didn’t get enough money or you weren’t happy with your boss. I don’t think it has much to do with telecommuting and employees not being cared for.
Third, many senior engineers often need to spend a long time on business trips to communicate with the team. Think carefully, how much of this process is ineffective communication? Many of our generation of managers still stay in a state of panic when they can’t see people, but now the post-90s and post-00s have been born in the Internet era, and the current technological capabilities have greatly weakened the concept of space. The mode of online meetings is also different from that of offline meetings. Online meetings tend to be quick and focused, while offline meetings tend to be for the purpose of meeting.
Fourth, moving from cloud services to cloud native brings architectural complexity, so why do we do cloud native? Because that’s where the trend is. Similarly, the shift from centralized to telecommuting may be a bit slower at first, but in the long run, it’s inevitable.
First, the evolution of technology will make telecommuting mainstream and it may be possible to work in the metasverse in the future. Second, since the outbreak, Internet companies have been largely unaffected by the black swans and have no problem cooperating with each other. Third, telecommuting can achieve a horizontal expansion architecture for the future growth of enterprises, providing better security for future growth. Thank you very much!
The opposing side argued Yang Zhentao
In my opinion, the explanations of several cases put forward by the opponent are quite buggy. For example, why does cloud computing bring us the same feeling of cost of managing 100 machines as managing one machine? Because the complexity behind it is blocked out, the user experiences simplicity, not the absence of complexity. Second, ineffective meetings are not allowed to be held, but this is a problem of the mechanism of team management, rather than the scene of the workspace. Even if they are moved online, ineffective communication may still occur. Third, the case of foreign remote team working, absorbing global talent, is not because they think it is easier to work remotely in team management, but because they manage to solve the complexity of team management and go ahead.
We also wish to emphasize three points:
First, management belongs to practical science, and management action must be completed through interaction with people. I believe that no matter you have read many books by management gurus, you are the same in your own management practice. Management itself is not a simple thing, if some people think management is a very simple thing, I believe many people have become management masters, but why in the enterprise is still a pyramid structure?
Second, in this context, telecommuting makes management interactions more complex and difficult, which affects our ultimate management effectiveness. Different management modes will not solve the complexity of management itself, but to advance management science itself, the more management practices, the more experience accumulated, the more excellent. And not only that, the distance issue of telecommuting brings its own complexity, causing two complexities to pile on top of each other.
Third, good management must be simple, but the reality is harsh. Before technical students start to write code, it is very important to analyze the design step, which is exactly where you need to communicate effectively. Telecommuting may allow for a bit of immersive coding time, but effective peer-to-peer communication is rarely as smooth as working in a centralized office offline, let alone working at a company if there are kids at home.
Finally, in management psychology, in addition to individual management psychology, there are also group management psychology, organization management psychology. In the transformation process of telecommuting and centralized working, the challenges of group psychological change, organizational design and organizational culture change will be much higher than centralized working. Under the same effect, telecommuting is more difficult and complex. So, on behalf of my own side, I also think that telecommuting is more complicated for team management, thank you!
Square defense summary Le Yongbin
The logic of the opposing argument, summed up, ignores two basic issues: the first ignores the focus on the advantages, convenience, and sustainability of telecommuting over centralized work. The second is that the reform and improvement of management ideas need to be carried out simultaneously. If we stick to the previous management and control thinking, complexity is inevitable, but this is not the problem of remote working, but the problem of managers themselves.
To summarize, if it’s easier for our management team to work remotely, there are several aspects:
First, our management mentality should change from this kind of monitoring mentality to a service mentality, and change the previous management thinking inertia of process monitoring. Second, the focus on performance and goal achievement should highlight the value management of individual autonomy and require him to break through the management of autonomy. Third, telecommuting is easier. There are actually four key words that I’ve been practicing in my team management: trust, purpose, method and care.
Counterparty defense summary Shen Xin
Again, my point is not that working on site makes team management easier, but that working remotely makes team management more complicated. Please do not put telecommuting and offline office opposing, both are needed at this stage, we call adults do not do multiple choice questions, need to mean what? More complex.
On the other hand, we’re talking about the present, and our topic today is not going to be easier, it’s now. So it’s possible that future brain computer implants or new technologies could make things easier, and there could even be articles and books that make it easier to manage teams remotely, but that’s not what we’re talking about today. Because the opponent has been struggling with the wrong logic in details, I think we still need to reiterate our point of view: what is team management? Not only efficiency, but also team management, organizational design, individualized teaching and so on, which are related to human nature, must be more complicated.
In my listening to the other side’s debate, I feel that remote management only makes part of the management easier. We should not generalize the whole, and magnify the simplicity of a small department to the whole organization. This derivation process is unreasonable. So there’s no way to conclude that telecommuting makes team management easier. Again, complexity is not a bad thing, but the derivation has to be right. Finally, I hope the other side of the debate more confident, put down your obsession, read with me, telecommuting makes team management more complicated, thank you!
“Debate link
Opposing side four argued Guo Wei
Hi, EVERYBODY. I have three managerial experiences that are directly related to telecommuting, which echo some of the ideas of the three contestants in front of us, so I would like to share them with you.
My first experience was as a lenovo researcher with teams in China and the United States. In this experience, telecommuting is not the same time zone as we are talking about today, but also represents the problem of working across time zones with the United States and Europe. This is a typical telecommuting scenario, where management complexity can be seen in many ways, with the US staff submitting code, handing over documents, and the Chinese staff developing it, while similar work on the local team can be solved with an early morning communication. Not to mention a lot of scrutiny in between, which doesn’t have to be so complicated in an offline setting.
My second experience was working as CTO in Analysys. I had research and development centers in Beijing and Changsha, where the cost of remote communication was also very high. Some indicators and problems could be quantifiable in formal communication with tools such as OKR, but it was difficult for you to understand team morale and staff status through online scenes, so you could only go back and forth between two places. The opponent sees only formal communication between teams, but fails to see the importance of informal communication.
My third experience was at the Apache Foundation, which was even more radical. Many open source companies are distributed companies, with employees in different cities across the country, and are now expanding their operations in different cities overseas. The teams in these companies, by nature, collaborate remotely, have a very high level of technical ability and collaboration, but even so, people still feel that there is not enough communication. In the online scene, the easel composition by VR looks very cosmic, but the realization effect is not ideal at present. This is only the collaboration problem of the online office, not to mention the problems of management.
In conclusion, it is true that telecommuting makes management more complicated and presents more challenges for managers at present, and hopefully more advanced technologies and management methods will make it easier in the future, but the answer to the current problem is obvious.
And in return wang Ye and Prince Prince
First of all, I would like to remind you that telecommuting or centralized working is not a decision we can make, but an objective decision. What we need to think about now is how to simplify complexity in remote mode. The second point I want to remind you is that the team managers on both sides of the debate are all similar in age. The cognition of managers in their 40s is different from that of the young people in the team born in 1995. We believe that drinking and masturbating together after work is to enhance friendship, while others think that we are occupying their off work time.
Therefore, I will make a statement from the following three dimensions:
First, cost. The epidemic has made many entities, including startups, pay very high operating costs. But if the company is telecommuting, the demand for office buildings, parking lots and surrounding facilities will be much lower, the cost can be controlled very ideal, saving a lot of money. Especially in first-tier cities, space rent is sky-high.
Second, office efficiency. The determinant of productivity is not telecommuting or local working, but the experience of the manager. I have no remote management experience, I can manage the current team to a certain level with only one year of experience, at least I can manage better than some inexperienced people, so I personally think it doesn’t matter.
Third, spirit. The best thing about telecommuting is that it prevents introdution, allows you to spend more time with your family and hit the gym. Long commutes to concentrated work tend to take a toll on happiness. Without spiritual satisfaction and happiness, how can efficiency be discussed?
Under the witness of all the participants and TVP experts, the pro view “Telecommuting is easier for team Management” won the final victory, and the opposing side teacher Shen Xin won the highest vote and won the MVP.
Moderator shen Cen, senior product manager of Tencent Conference, said that in the debate between the two sides, I felt the teachers’ broad vision, open thinking and sharp perspective. The teachers of TVP separated the speculation about whether “telecommuting is easier for team management”, combined with their own years of practical experience, from simple to profound, frankly and passionately brought a feast of ideas to the audience friends.
conclusion
When writing was invented, the distance between ancient people and modern people became closer. When the code is written, the distance between the present and the future is closer. With the maturity and popularity of cloud computing, 5G, VR/AR, Web 3 and other emerging technologies, telecommuting may become more and more mainstream in the future. The complexity of team management will eventually find an effective solution, whether the office is online or offline.
Since its inception, TVP has always hoped to “influence the world with technology”, so that technology can benefit everyone and practice the original aspiration of science and technology to be good. As TVP leaders said, telecommuting team management may lack experience sharing and output, but who knows after such a collision of ideas, will inspire more people?