I would say it’s a cultural thing. We use Teams for that and did XMPP back to 2012. We were spread across buildings before WFH for support reasons. I was doing remote support back in 2007 just on the same campus. Now I can do it from home. The only difference is who goes and picks hardware up if that’s required.
ASYNC is also better for not constantly taking highly productive people out of “the zone” working on projects but still lets them mentor. You have to occasionally force a zoom or chat time, but I think it works pretty well, if a little slower for the interrupting person, but projects get done faster limiting the interrupting.
I also think you might need to have supervisors actually figure out training rather than just hoping the group can figure it out. This is again culture and I argue some official shadowing and mentoring and training is sorely needed to be forced on a lot of places vs drop in a new person with nothing and expect them to somehow figure out who even actually is the SME or product owner to get started.
Being spread out in a big company is something I’d kind of forgotten about. My last job had several offices in different cities, and my direct manager worked in LA while I was in one of the other offices so it was always just phone calls or Teams meetings. They hated WFH, but even then I questioned why it mattered because to them I’m either 1,000 miles away at the office or 1,010 miles away at my house. It made no difference.
And beyond that working with other departments meant I was calling down a few floors for assistance on things. Even my direct workmates were spread around the office, and we’d often call or text each other instead of getting up and walking across the floor.
I would say it’s a cultural thing. We use Teams for that and did XMPP back to 2012. We were spread across buildings before WFH for support reasons. I was doing remote support back in 2007 just on the same campus. Now I can do it from home. The only difference is who goes and picks hardware up if that’s required.
ASYNC is also better for not constantly taking highly productive people out of “the zone” working on projects but still lets them mentor. You have to occasionally force a zoom or chat time, but I think it works pretty well, if a little slower for the interrupting person, but projects get done faster limiting the interrupting.
I also think you might need to have supervisors actually figure out training rather than just hoping the group can figure it out. This is again culture and I argue some official shadowing and mentoring and training is sorely needed to be forced on a lot of places vs drop in a new person with nothing and expect them to somehow figure out who even actually is the SME or product owner to get started.
Being spread out in a big company is something I’d kind of forgotten about. My last job had several offices in different cities, and my direct manager worked in LA while I was in one of the other offices so it was always just phone calls or Teams meetings. They hated WFH, but even then I questioned why it mattered because to them I’m either 1,000 miles away at the office or 1,010 miles away at my house. It made no difference.
And beyond that working with other departments meant I was calling down a few floors for assistance on things. Even my direct workmates were spread around the office, and we’d often call or text each other instead of getting up and walking across the floor.