Rethinking The Brick Switch: The upside telework economics of COVID-19 | Townnews

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But buildings are often misused. Weak managers rely on physical oversight in lieu of coaching, empowerment, trust and managing to agreed results. Instead of forums for collegial interaction, buildings can become “cube forests”—human storage to which employees are brought daily because the boss might want to ask them something. But […]

But buildings are often misused.

Weak managers rely on physical oversight in lieu of coaching, empowerment, trust and managing to agreed results. Instead of forums for collegial interaction, buildings can become “cube forests”—human storage to which employees are brought daily because the boss might want to ask them something.

But the poet Milton’s famous line, “They also serve who only stand and wait” was not written for a competitive information economy.

Here’s the commute math for a typical brick switch career :

• 365 days X 5/7 = 260 week days/year

• Take away 10 holidays = 250 work days/year

• Take away, say, 15 vacation days = 235 commute days/year

• 45 minutes X 2 ways = 90 minutes per commute day

• 235 commute days X 90 minutes = 352.5 commute hours per year

• assuming 35 working years = 1 career, then…

• 35 years X 352.5 hours = 12,337.5 commute hours/per career

• divided by 24 hours/day = 514 days spent commuting

• 514 days (at 24 hours/day, 7 days per week) equates to 1.4 years, non-stop, spent commuting!

Car “lives” matter too. Over our 35 career years, 12,338 driving hours at, say, 45 mph = 555,120 commuting miles: 3 or 4 cars?

555,120 miles at, say, 25 mpg = 22,205 gallons of gasoline.

235 commute days X 35 years = 8, 225 parking spaces; $82K+?

Mooresville’s Stan Thompson is a retired strategic planner and environmental and transportation futurist for AT&T. Email him at [email protected] or via Twitter at @mediarethink.

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