Mobile working, the revolution that changes the face of companies

Interview with Alessandro Donadio, Associate Partner Key2 People, HR Innovation Leader, book author

But what is mobile working? It's a recent concept of working life management, enabled by technology.

In the spotlight we find solutions such as cloud computing that ensure a continuous and ubiquitous availability of corporate resources, allowing workers to perform their duties without constraints of time and place.

The Intelligent DAM, which is hosted on a scalable cloud architecture, is the perfect match. This tool allows you to manage, organize, distribute and measure your digital assets from a single hub, enabling remote collaboration among all people involved in the creation and publishing of content, depending on specific permissions.

In today's scenario, antifragility (i.e. being flexible at an organizational level) makes you ready to react to sudden market changes, all too frequent in the modern economy, Darwin style. That is one of the three cornerstones of THRON, the only Italian Saas DAM listed in the top 20 DAM solutions in the world written by Forrester. 

Let’s delve deeper into the subject with Alessandro Donadio, author of the book "Smarting up! Smart organization: a new relationship between person and organization" (Franco Angeli, 2018).

Q: Hi Alessandro! Mobile working is radically changing the relationship between employees and companies. This new work culture can help build the company of the future, which you called antifragile in your book. Can you explain what will its strengths be?

A: Of course! My book explains how mobile working, if well executed, can become a great lever for change within an organization, it’s perhaps one of the most important in the last 100 years because it redefines the relationship between persons and organizations.

Throughout the twentieth century companies have based their relationship with their employees on a very strong exchange: the salary for the provision of a job, in a place and in a time frame defined by the organization. With mobile working, on the other hand, this type of pact can be overcome, because the space-time dimension will increasingly be given back to people, who can actually work wherever they want and organize their working schedules independently.

The relationship clearly changes from a model where the organization controlled the work of the person, to a new dimension where results matter above all. Thus, we will move from a managerial control to an assignment of tasks and analysis of the result. We can name this model antifragile: an organization becomes extremely advanced in the use of space because people can move in a versatile way, inside and outside of the company. 

When we talk about mobile work, we think about extremely fluid attitudes, goals and behaviors, and technology will be fundamental in changing the way people work together. It will, in fact, be the transition bridge between the organization and the places people are going to work in.


Q: Do you think this transformation has been triggered by the appearance of the cloud? What benefits can this technology bring, in terms of productivity and efficiency?

A: The cloud is one of the technologies that have enabled people to mobile work, especially through remote access and disintermediation with content. A mobile organization is limitless in time and space, but employees must have access to the core organization, otherwise mobile working could become extremely lonely.

Traditional VPN tools could not have allowed this change, the cloud is a great enabler and has enormous potential, because it allows people to take their office with them anywhere and connect with anyone.


Q: Speaking of mobile working, what are things like in Italy? Can you make a brief overview of present and future scenarios?

A: Having done a lot of research while writing my book, I noticed how mobile working has conceptually crossed the minds of all major Italian companies. Most of them started rather integrated and ambitious projects of mobile working. Turning to the world of SMEs, however, we observe a remarkable quantum leap: however much the subject is discussed, we cannot say this practice has become established.

In SMEs we’re still at an extremely preliminary stage, but we must consider how mobile working is proving to be an element of great attraction for the new generations, so if small and medium-sized enterprises wish to attract new talents, they will have to review their organizational models.

With mobile working a much more mature relationship is established between people and organizations, where everyone needs to be more aware of their role; at the same time, a better work-life balance is achieved, starting with the time saved in moving from home to work and vice versa. The traffic of large cities such as Milan could be relieved by promoting the creation of a country system