In the mad dash to mobilise workforces and steal a march on the competition, have companies unwittingly ceded power to their employees? And if so, is it really such a bad thing?
That's the question Nick Clayton poses in his article 'Out of sight, out of mind'. And Nick certainly knows a bit about remote working. He lives in Ibiza while writing for publications such as the Guardian and the Official Windows Vista Magazine. Previously he was the Technology Editor on The Scotsman and on the business desk at The Sunday Times.
The reality
In many industries there's really nothing new about remote working. It's the technology that's changed. And the attitude. An increasing number of people are working away from the office not because they have to, but because they can. These days it's the choice of the employee rather than the demand of the employer and the job itself.
The problem
But not everybody believes the move to such liberated mobility is necessarily in the best interests of a company. In a bid to attract and retain key skills, pressure is mounting to allow workers to dictate their own working practices. This is drastically affecting profitability.
The solution
The article discusses how the performance of a remote team can be measured and new working efficiencies created. It would seem that the success or failure of your mobile communications strategy all boils down to being the master and not the servant of technology.