Virtual Working: Not for Marissa Mayer

Virtual Working: Not For Marissa Mayer!

The Yahoo CEO recently sparked a lively debate about presenteesim when she insisted Yahoo employees physically attended the office – How Marissa Mayer Figured Out Work-At-Home Yahoos Were Slacking Off

Predictably responses span the full spectrum of opinion. Her supporters think it’s a stroke of genius, corporate communication says “nobody minds”, while those at the other extreme of opinion think this is something only the Amish could conceive. Whatever her reasons – apparently she wasn’t happy with the level of connectivity on the corporate network and, whether valid and justified or not, she may come to regret the way this change has been presented and managed.

I don’t suppose the public at large will every learn the real reasons for Marissa Mayer’s policy change which seems to fly in the face of the current trend in virtual working. Perhaps she really does believe Yahoo’s shareholder aren’t getting value for money from their employees. Or, she may be of the view that there is so much to do at Yahoo that only co-located employees are likely to achieve the necessary level of cooperation and collaboration that’s needed.

Either way, only time will tell if this is a stroke of genius or a corporate reputation killing move?

About the author

An outcome oriented leader with a collaborative style enabling relationships with internal & external stakeholders spanning C-level executives to associates.

My professional development is augmented by continuous learning including an Executive Doctorate in Organisational Psychology. Expertise is based in the influence of personality on performance & behaviours when teams work collaboratively in multi-disciplinary distributed structures.

Capabilities: -

⇒ Executive experience across various industry sectors including regulated financial and legal services, manufacturing & Not-for-Profit. Stakeholder relationships including customers, clients, colleagues, & partners, all in context of a complex global, matrix environment.

⇒ Financially astute, P&L ownership to £500m. Highly commercial, negotiating experience covering a broad range of internal & external client facing commercial activities.

⇒ Leadership of large scale, multi-site, (international) operations, employing collocated & virtual, multi-disciplinary teams & 3rd party partners/vendors. Experience of optimising the full spectrum of customer care: multi-lingual, multi-channel, multi-shore, insource/outsource, partner/vendor management, CX, customer insights, IB/OB, sales, retentions, collections, payments, tech support, back-office fulfilment.

⇒ Extensive transformation & change leadership experience including: acquisitions, mergers, restructuring, re-scaling, cap-ex, strategy, operating model development, culture/behaviour change, service transition, risk management, implementation, partner/vendor/supply chain management, operations management, business process transformation & automation, six-sigma, collective bargaining, TUPE; & IT change (automation, digitisation, infrastructure, telecoms, enterprise applications & services).

⇒ Consulting & interacting with a wide range of regulators and governmental bodies.

⇒ Advanced analytical skills, deep knowledge of sophisticated statistical tools & techniques.