How to set up, manage and maintain remote offices

By Rich Hein, CIO |  IT Management

Branching out is never an easy proposition. Whether it's a new location or employees telecommuting, there are many questions you need to answer. Where do you start? How do you get set up? How will your employees communicate effectively and more. CIO.com talked to Michael Rosenbaum, founder and CEO of Catalyst IT Services, a provider of Agile outsourcing services, to find out what it takes to branch out and maintain in this brave new world.

If you plan is to open a new location, step 1, according to Rosenbaum, is knowing when to make your move. "Before we even decided to open a second office, there was careful evaluation deciding whether or not a second location was worth the investment. For us, we waited to reach a tipping point that was a convergence of client need and increased geographical reputation," Rosenbaum says.

Related Article: Why Remote Offices Mean Better IT Teams

Keeping Your Culture From a Distance

Maintaining the company culture is a critical factor. "The biggest challenge and focus has been making sure that our Portland office is really an extension of our organization in Baltimore, and that it doesn't become its own entity," Rosenbaum says.

"If you've worked hard to refine and develop something excellent in one office, but you aren't able to replicate that in another location, you are creating a disparate geographical hub that can potentially generate an inconsistent and negative reputation in a remote market. That's really dangerous from a business perspective," he says

When Catalyst IT Services realized it needed to expand, it sent 20 employees from its original office to set up the new digs. Using employees from their original office ensured that the company mission and culture remained intact.

"The initial team comprised employees that represented our company culture exceptionally well, to make for the best foundation in our new location," Rosenbaum says. Once they had employees in house that were familiar with their systems, getting set up was a much easier task.

Rosenbaum also notes that many times when dealing with IT issues in a remote location, it's better to send an employee to the remote location to fix issues rather than doing it remotely. They could potentially find other issues that wouldn't have been found and more times than not, other less critical problems that might have fallen through the cracks get fixed as well.


Originally published on CIO |  Click here to read the original story.
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