As of 2019, I had had it up to here with trend stories about telecommuting. “It’s the next big thing for big business!” Until it wasn’t. Or, “It was great for small and medium-sized businesses!” But it didn’t seem to be. Or, “Here’s a company that tried it and why it didn’t work!” When it was clearly working for some companies. It was all tedious and tiresome because it really was not that big of a deal.DFKesmc

2019年前，我一直在講有關遠程辦公的趨勢。 “這是大型企業(yè)的下一件大事！” 直到不是那樣?；蛘?，“這對中小企業(yè)來說很棒！” 但這似乎并非如此?；蛘撸?ldquo;這是一家嘗試過遠程辦公的公司，為什么它不起作用！”當它對某些公司明顯有效時。 這一切都是乏味而又累人的，因為這實際上沒什么大不了的。DFKesmc

And then the pandemic hit, and a few short months later, telecommuting now is our way of life, all around the globe.DFKesmc

然后一場疫情，用了短短幾個月，就把遠程辦公變成了我們在全球范圍內的生活方式。DFKesmc

But that doesn’t mean everyone has overcome all the challenges, nor figured out how much of telecommuting is permanent and how much is temporary.DFKesmc

但這并不意味著每個人都克服了所有挑戰(zhàn)，或弄清楚遠程辦公是永久性的趨勢？還是暫時的行為。DFKesmc

We know NXP’s Lars Reger has been thinking about it because we interviewed him in the first half of 2020, and it was already on his mind then. Recently, my colleague Junko Yoshida called him up again to find out what he’s learned about managing a company when hardly anybody comes into the office anymore.DFKesmc

我們知道恩智浦Lars Reger一直在考慮這一問題，因為我們曾在2020年上半年采訪了他，那時這已經(jīng)在他的腦海中。最近，我的同事Junko Yoshida再次打電話給他，了解他在幾乎沒有人去辦公室上班的情況下，如何管理公司。DFKesmc

JUNKO YOSHIDA: You can’t start any conversation these days with any executives about how you’re dealing with the pandemic. Right? I want to distill the message to the point that there are a lot of things I think you have changed in the way you do business and what do you see as certain things you think are going to stick? In other words, that you have never tried this before. If you tried it, it worked well, what are the things that you’re going to stick to it?DFKesmc

JUNKO YOSHIDA：這些天，您無法與任何高管就您如何應對疫情展開任何對話。 對嗎？ 我想傳達的信息是，我認為您管理業(yè)務的方式已經(jīng)發(fā)生了很多變化，您認為某些事情會持續(xù)下去，您會怎么看？換句話說，您之前從未嘗試過。如果您嘗試過發(fā)現(xiàn)它能很好地運行，那么您要堅持做哪些事情？DFKesmc

LARS REGER: I could talk for an hour. For the first time, I’m in a home office. The fear was of course maybe dropping big time in productivity and performance. The opposite was the case.DFKesmc

LARS REGER：我能聊上一個小時。我是第一次在家辦公。當然擔心可能會大大降低工作效率。然而時間情況恰恰相反。DFKesmc

Very much to our surprise and excitement, all people started taking out chips from living rooms in India, the US and Germany. And we had funny pictures where Dad was sitting here in front of… and the kids were painting pictures in the living room. So we thought we were dropping in productivity. We did not, because no one was commuting to work, no one was traveling, so even guys like Lars, always on the plane, are constantly reachable.DFKesmc

令我們感到驚訝和興奮的是，所有人都開始從印度，美國和德國的客廳里流片。我們有有趣的照片，爸爸坐在這里……前面，孩子們在客廳畫畫。所以，我們曾認為我們的生產力在下降。但我們沒有，因為沒有人需要上下班通勤，也沒有人需要出差，所以即使像我這樣的總是在飛機上的人，也很容易被找到。DFKesmc

That was a great learning that we had.DFKesmc

那是我們的一次很棒的學習。DFKesmc

Now the downside that we see is we see still in our surveys that people are reporting now over about a year that they are challenged by work/life balance issues. So it is a mistake to assume that because Lars doesn’t have to travel anymore, Lars is less worn out. Because I needed to develop my own hygienics. Fortunately, my wife is a general practitioner. She’s going to work to do vaccinations at the moment every day.DFKesmc

現(xiàn)在我們看到的缺點是，我們在調查中看到人們這一年面臨著工作/生活平衡問題的挑戰(zhàn)。因此，認為“我不再需要旅行，我就沒那么累了”的假設是錯誤的。因為我需要發(fā)展自己的衛(wèi)生保健。幸運的是，我的妻子是一名全科醫(yī)生。她最近每天上班為人們進行疫苗接種。DFKesmc

JUNKO YOSHIDA: Of course.DFKesmc

LARS REGER: Every morning, 7:30, she’s leaving the house. And what I did is, every morning at 7:45 I was in my running shoes for a run. We talked about it the last time. I told you, right? So I slimmed seven kilos over the last year and have run 2,000 kilometers. It was my daily routine. And then I got stuck in front of my machine here for 10 hours. Later in the evening, it was always open-ended. I never would have gotten on the treadmill in the evening. Forget it. So I have my own daily start of the day mental hygienics.DFKesmc

LARS REGER：每天早上7:30，她都要離開家。我則每天早晨7:45穿著跑鞋跑步。上次我們聊的時候我告訴過你的。因此，去年我瘦了7公斤，跑了2,000公里。這已經(jīng)是我的日常習慣。然后我在電腦前呆10個小時。到了晚上后就隨意了。晚上我永遠不會上跑步機。 忘了它。因此，我每天心理健康的開始自己的日常工作。DFKesmc

You said you were walking every morning as well. A long distance, I remember.DFKesmc

記得你提到過你每天早上也在健步走很遠的距離。DFKesmc

JUNKO YOSHIDA: Yes.DFKesmc

LARS REGER: And some of our guys didn’t do that. And then what happens is the following: You get up in the morning and say, “I just want to read the news.” You get stuck in front of your email. Breakfast, lunch, dinner in front of your PC. Back to back. The next morning, you wake up with the same problems again that you had carried to bed. And you’re completely worn out in a short period of time. We didn’t have that in the past because, Junko comes in and says, “Hey, Lars, let’s go for a coffee,” or “Hey, let’s meet at the canteen.” Of course your kids are going to school. You have these spaces in your day that you’re just moving your body from A to B.DFKesmc

LARS REGER：我們的一些人沒有那樣做 然后發(fā)生了以下情況：您早上起床說：“我只想閱讀新聞。”然后您被困在電子郵件里，對著電腦吃早餐，午餐，晚餐。一件事接一件事的。第二天早晨，您再次醒來，重復前日程序后又上床睡覺。這樣您在短時間內就完全疲憊了。DFKesmc

過去在公司上班我們沒有這種情況，因為Junko會進來說，“嘿，Lars，我們去喝杯咖啡，”或“嘿，讓我們在食堂見面。” 當然，您的孩子要上學了。您一天中就在這點空間內，只是將身體從A移到B。DFKesmc

This is what is very, very different now. So we have to develop different daily routines. But overall, the five things that we learned are: We should focus more on working anywhere and working anytime. This is not necessarily compliant with the Workers’ Council regulations, right? So as a German, I have to be very careful with what I’m saying.DFKesmc

這就是現(xiàn)在非常非常不同的的地方。因此，我們必須開發(fā)不同的日常生活。但總的來說，我們學到的五件事是：我們應該更專注于隨時隨地工作。——這聽起來不一定符合工會的規(guī)定，對嗎？因此，作為一個德國人，我必須非常小心我所說的。DFKesmc

But a lot of your younger population especially, kids are enormously attracted by companies who say, Junko, you don’t have to be in the Bay Area. With obscene house prices in the cities, renting a flat with two kids, and they are peeling off the wallpaper while you are working.DFKesmc

但是，很多年輕人，特別是，孩子們被這樣的公司吸引：這些公司說，Junko，你不必呆在灣區(qū)。以離譜的房價在城市租了一套公寓，而自己在工作時兩個孩子卻正在剝壁紙。DFKesmc

No. They go countryside, but work anytime, anywhere, and still be part of the company and be productive. Enormously important.DFKesmc

不用。他們可以到郊區(qū)去，隨時隨地工作，卻仍然是公司的一部分，并富有成效。這非常重要。DFKesmc

The third thing I’ve learned is that some companies here are talking about digital by default. So when Junko and Lars meet, Junko and Lars are in the same company. The meeting is digital by default. And Lars, give me a very good reason why you should hop on a plane now to visit Junko in Paris for a one-day workshop and fly back again. Let’s not do that. Let’s take that money (a smart idea) and move that money into employee training or upgrading of home offices. Or I can give you a voucher for your digital bandwidth and so on.DFKesmc

我學到的第三個戒律是，這里的一些公司正在談論默認的數(shù)字化。所以當Junko和Lars相遇時，他們在同一家公司。默認情況下，會議是數(shù)字化的。那么Lars，給我一個很好的理由，為什么你現(xiàn)在要跳上飛機去巴黎拜訪Junko，就為了一天的研討會，然后又再次飛回來。我們不要那樣做。讓我們把這筆錢（一個聰明的主意），轉移到員工培訓或升級家庭辦公室?；蛘呶铱梢越o你一張數(shù)字帶寬的優(yōu)惠券等等。DFKesmc

Then what we need to learn is, some of the companies are, Junko, you’re coming in at 9 and you’re leaving at 5. And if you’re leaving at 4, you have a problem because you didn’t fulfill your working hours. Of course I have to manage that differently, and I have to say, “Junko, I’ll give you a target,” and for me it was not disruptive because I couldn’t anyhow manage 1,500 people by saying, “I stand behind you and I watch what you’re doing.”DFKesmc

我們需要學習的是績效管理。有些公司是：Junko，你 9 點進來， 5 點離開。如果你4點離開，你會有問題，因為你沒有完成你的工作時間。DFKesmc

當然，現(xiàn)在我必須以不同的方式管理，我必須說，"Junko，我給你一個目標"，對我來說，這并沒有造成破壞，因為我無論如何也不能管理1500人，說，"我站在你身后，我看著你在做什么。DFKesmc

But I give you a target, and I don’t care where and when and how you achieve that, as long as I get the answer back in time. I had this as a very successful model. Having a little kid at home and said she can only work 30 hours a week. Is it a problem for you if you get the slides for your next keynote tomorrow morning at 5AM, but tonight the little one is ill and I have to take care of him. And I can only work on it after he’s asleep. No problem at all! I mean, give me the stuff, and I don’t care when and how you achieve it.DFKesmc

但我給你一個目標，我不在乎你何時何地以及如何實現(xiàn)這個目標，只要我及時得到結果。我把這個作為一個非常成功的模型。如果家里有小孩的員工說她每周只能工作30個小時。如果晚上自己的小孩子生病了必須要照顧，只能在他睡著之后才能處理工作，但次日早上 5 點提交了下一個主題演講的PPT，這有問題嗎？我。沒問題！DFKesmc

我的意思是，給我的東西，我不在乎你何時以及如何實現(xiàn)它。DFKesmc

In other words, I have to manage my goals, and I as a manager have to make that mental move.DFKesmc

換句話說，我必須管理我的目標，而作為一名管理者，我必須做出這種改變。DFKesmc

The last idea is, of course I have to be trained for the home office. My first business trip last year when we started the lock downs that I did not do was to a European car weigh in, and I had to cancel it. They insisted, initially, that I had to travel there because it was the right level of respect. The supplier comes to the customer. What was underneath that was, they had no clue how to efficiently do video conferences. In the meantime, we all know how to do that. And suddenly everyone says, “Hey, Lars, you know what? We have to dial in three or four different people from three or four different sites. You should probably do the same. Can you please set up a video call?” So getting digitally literate, I would say, is number five.DFKesmc

最后一個想法是，我當然必須接受在家辦公的培訓。我去年第一次出差時，我們開始Lock down，我有個歐洲汽車會議不得不取消。他們最初堅持說，我必須去那里旅行，因為這是正確的尊重。供應商來見客戶么。但事實上，是因為他們不知道如何有效地做視頻會議。同時，我們都知道怎么做。突然大家都說："嘿，Lars，你知道嗎？我們有三四個與會者必須從三個或四個不同的地點撥入。你們也許也應該這樣做。你能安排一個視頻通話嗎？因此，我想說，獲得數(shù)字素養(yǎng)是我學到的第五個戒律。DFKesmc

Those are the five commandments that might stay and that will make Greta Thunberg become my friend because I’m saving loads of carbon dioxide. You mentioned that the normal business traveler is pumping out tons of carbon dioxide every year doing trans-Atlantic or intercontinental trips.DFKesmc

這些是可能留下來的五條戒律， 這會使Greta Thunberg成為我的朋友，因為我正在節(jié)省大量的二氧化碳。你提到，正常的商務旅行者為了跨大西洋或洲際旅行，每年都會制造大量的二氧化碳。DFKesmc

By the way, my efficiency increases big time. And the question is, What is the purpose of megacities in the future? One of my ladies asked me, Can you please elaborate on how that are megacities? And I said, What do you exactly mean? And she said, Just imagine: Everyone is in the countryside because you can work everywhere and every time. Many people want to be in the megacities to be closer to the opera or to a cafe. But shopping is an online experience in the meantime. People are living in the countryside. The quality of life is higher in the countryside. Why should I pay obscene prices just to be closer to an office that I don’t need anymore?DFKesmc

順便說一下，我的效率節(jié)省了很大的時間。問題是，特大城市的未來存在的目的是什么？一位女士問我，你能詳細說明一下特大城市會怎么樣嗎？我說，你到底是什么意思？她說： 試想一下：每個人都在農村，因為你可以到處工作。許多人希望住在大城市，更接近歌劇或咖啡館。但購物是一種在線體驗。人們生活在農村。農村的生活質量較高。為什么我應該支付離譜的價格，只是為了更接近一個辦公室——未來不再需要的辦公室？DFKesmc

The thing that we cannot achieve, Junko, is these types of things like at CES we can see many customers in four days. The anniversary of your classmates, these types of things. You know each other, but you want to update and say, Hey, Junko! Which company are you now with? So we started brainstorming over a good glass of wine. Maybe even travel more for those quality networking events in the future rather than for me as a supplier have to come to you, the customer, just to show my respect.DFKesmc

我們無法做到的是這類事情，比如在CES消費電子展上，我們可以在四天內看到很多客戶。比如你同學的周年紀念日，等這類事情。你們認識彼此，但你們想聯(lián)系，說，嘿，Junko！你現(xiàn)在和哪家公司在一起？因此，我們開始集思廣益，喝一杯好酒。甚至可能旅行更多去參加那些高質量的社交活動，而不是我作為一個供應商必須拜訪客戶，只是為了表示我的尊重。DFKesmc

We have proven companies can work when everyone is in the office. We also have proven now for more than a year that we can work when no one is in the office. I do not know yet how it will be when some of us are in the office. So will that be social pressure, peer pressure? You have the inner circle in the office and the satellites somewhere away.DFKesmc

我們已經(jīng)證明，當每個人都在辦公室時，公司可以運行。一年來，我們也已經(jīng)證明，當沒有人在辦公室時，我們也可以工作。我還不知道我們中的部分人在辦公室時會怎么樣。那么， 這將是社交壓力，同僚的壓力嗎？你有辦公室的小圈子和外部社交。DFKesmc

We definitely need to define hygienic rules. What is our common day in the office for me and my direct team? Because otherwise I can avoid my employees or my employees can avoid me. They’re there Monday and Tuesday; I’m there Thursday and Friday. So we never see each other. Of course we need to work on these additional ground rules. Hygienic rules for hybrid workplaces.DFKesmc

我們肯定需要定義衛(wèi)生規(guī)則。對于我和我的直接團隊來說，我們在辦公室的日常日子是什么？因為否則我可以避開我的員工，或者我的員工可以避開我。他們星期一和星期二在那里；我星期四和星期五在那里。所以我們從沒見過對方。當然，我們需要制定這些額外的基本規(guī)則?；旌瞎ぷ鲌鏊男l(wèi)生規(guī)則。DFKesmc

BRIAN SANTO: That was NXP CTO Lars Reger with EE Times Global editor Junko Yoshida. Junko distilled Reger’s advice for an article that you can find on our web site. The headline is, “NXP Drafts Pandemic-Based ‘Five Commandments’.” There’s a link directly to the story on this podcast web page. Otherwise, you can search for it at www.eetimes.com.DFKesmc

BRIAN SANTO：以上是恩智浦CTO Lars Reger與EETimes全球總編輯Junko Yoshida。Junko提煉了Reger的建議，你可以在我們的網(wǎng)站上找到一篇文章。標題是NXP Drafts Pandemic-Based ‘Five Commandments '（恩智浦起草的基于疫情的'五條戒律‘）。DFKesmc

其他更多音頻行業(yè)報道，請關注喜馬拉雅EETimes中英雙語科技評論。DFKesmc

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