Platt Perspective on Business and Technology

Telecommuting and the marketplace transition to the telecompany 1 – defining the term and putting this business model into perspective

Most of my postings to this blog end up being listed in just one of my topic area directory pages. Some are applicable to two of them and serve as cross-over points that help to connect them. A few are in fact deeply connected with the topic areas and lines of reasoning that I have been developing in three of my directory pages. I have decided to post this blog installment and the series that it begins, to three directories:

Guide to Effective Job Search and Career Development – 2 (as supplemental postings),
Outsourcing and Globalization and
Macroeconomics and Business.

But in a fundamental sense this begins a linchpin series for all that I have been writing about in this blog as a whole, and it in fact belongs in essentially all of my topic area directories here. So that selection of three was somewhat arbitrary.

Telecommuting is a well-established workplace option and both for businesses and their operational practices, and for individual employees as they map out career paths and take the steps necessary to pursue them. The same can be said of consulting, and for both in-house consulting and work as a third party, independent-agent consultant. I have been writing on an ongoing if periodic basis about both of these increasingly important topic areas, and about the trends toward their business-practice mainstreaming and across many industries. See for example:

Working On-Site, Telecommuting and Beyond and
• My series: Consulting Assignment Life Cycle at Guide to Effective Job Search and Career Development – 2 as postings 225-249. And in this context I specifically note that that series’ Part 23 and Part 24 (directory postings 247 and 248) focus specifically on telecommuting and teleconsulting.

In this context I also cite an ongoing progression of postings that I have added to my Guide to Effective Job Search and Career Development and its continuation page as supplemental postings on the changing nature of the workforce and of employability. See, for example my series: Discerning the 21st Century Workforce – preparing to succeed in it at Guide to Effective Job Search and Career Development as supplemental postings 22-25, and my ongoing open letters to new graduates and job seekers as can be found in the supplemental postings listed on both of those directory pages.

I have been writing of developing and emerging trends in all of that, and even as many of them have already come to hold significant impact and for both individuals and for businesses, and for entire economies. I will look toward the logical endpoint that one of those key trends is moving towards with telecommuting and distance working, with this posting and with this series. And with that organizing, contextual framework I come to the core topic area of this posting and series:

• When a tipping point is reached where most employees in a company are not company employees – when they are free agent service providers and full or part time consultants, that business can be said to have transitioned into being a true telecompany, and with a telecompany business model.
• In a telecompany, the only in-house employees might be the owners and senior executives – and they might connect in for the most part as distant workers and telecommuters too.

This means, among other things redefining and rewriting the workplace contract, and both as a formal, legal matter and at the level of reframing the basic workplace social contract and the concept of corporate culture. And that makes this relevant to the topic flow of a directory such as HR and Personnel.

When employees work from remote locations, that can literally mean working from anywhere to anywhere as long as a sufficiently reliable and wide bandwidth connection is available. That makes this a subject for Outsourcing and Globalization. And it also makes it a topic for a directory such as Web 2.0 Marketing or Ubiquitous Computing and Communications – everywhere all the time with their focus on information processing and sharing, and on communications and connectivity

The third directory that I chose to add this series to is Macroeconomics and Business – though while that is a valid choice I did find myself torn between selecting it and opting for inclusion in Business Strategy and Operations – 2. And with that point made and citing that many directory options as appropriate for this series, I expect to have proven my point that this is a linchpin series that I am starting here. But up to here I have only touched on the broad-based nature and significance of emerging telecompanies in the overall discussion that I have been pursuing in this blog. Now I have to flesh out the details as to what telecompanies are and why they are going to become so important moving forward.

In my next series installment I am going to at least begin a discussion of the telecompany business model, and of how operations and strategy would specifically play out in that type of business context. Meanwhile, as noted above, you can find this at:

Guide to Effective Job Search and Career Development – 2 (as a supplemental posting),
Outsourcing and Globalization and
Macroeconomics and Business.

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