Page 127 - Managing the Mobile Workforce

106 � mAnAgIng the moBIle workForCe

` enterprIse AnAlysIs oF “moBIle reAdIness”

While executives plan and collaborate on the initial phase of building
a mobile workforce, it is generally the middle managers who know
the immediate urgent needs—based on changing market conditions,
looming competition, other threats and opportunities, as well as the
particular circumstances of the members of their own workforce—
which have to be considered when this new team structure is to be
built.
After the initial moving-to-mobility idea has been launched, the
company needs to go through an internal process of analyzing strate-
gies and purpose. This is a big deal. It touches everyone in the com-
pany. Everybody will be talking about the new structure, because it
will be disruptive for them, whether in a big or small way. Each em-
ployee and contractor will feel uneasy until his or her own role has
been established.
The following is a simple checklist for success. This generalized
outline can help your department think through the fundamental ques-
tions the group needs to consider. The collaborative effort required to
come up with the answers will get everybody involved in the process
who needs to be, and preferably early on. Those people will range from
senior executives to staff assistants to the folks in shipping. Everybody
involved in the change needs to be engaged, so we suggest starting
with discussing the very basics needed to support a mobile workforce.
Once you have identified this initial team, the leader needs to start
the ball rolling. Meet with this group and those people who commu-
nicate forward-thinking ideas and solutions. The following are simple
questions you might pose, in any order, in such a meeting.

Questions about Our Company’s Mobile Strategy

1. What will be the primary competitive advantage of having a mo-
bile workforce?
2. Is there a need for change?