Last Updated on 28 November 2025 at 11:44

This article presents some general recommendations to facilitate the cultural acceptance and operational implementation of such a form of work.

These are practices that work in a majority of cases, such as identifying

Introduction

I started with telework at a time when the concept was not well known, and there was even a strongly negative opinion of it.

This was in the spring of 1991.

In the almost 30 years since, I have seen the technological improvements, the lowering of barriers to entry, and, most importantly, I have seen first-hand the evolution of attitudes. My telework experience spans companies of various sizes, including large multinationals, and even as a freelancer in many geographical areas, time zones, and industries.

This article consolidates various experiences.

You can avoid some of the usual oversights and mistakes without falling into the trap of reheated lists with inapplicable steps. Once you understand the dynamics of telework, you can experiment and apply a methodology that works well in your situation.

Teleworking or working from home

I see telework more as

In a 2019 article on the organisation of work and teams, which I published on my LeTemps newspaper blog, I wrote that“New forms and places of work must adapt to the company and the existing employees, and not the other way around“. It is an adaptation to the existing culture. A chapter on telework offered some suggestions in this respect.

You can read the whole article here: https://www.debbaut.solutions/fr/organisation-travail-et-equipes/

Technology facilitates telework

In the 1990s, when I started my working life, access

Some misconceptions about telework

The terminology“telework”

The demands of teleworking

Working from home involves

How to avoid telework failures

As you can read continuously on the website of the newspaper LeTemps, the current situation of

Crisis management and teleworking

In theory, a company (and not only) should apply specific actions during crisis management. When there are

The main difficulties of teleworking

The larger the size of the

The organisation of the company and the employees in teleworking

In

How to identify the right candidates for telework

An employee may

How to organise the company for telework

For many people, working in

The notion of “trust” in telework

Telework is based on trust, and this is something that cannot be reported, let alone measured. A company that trusts its employees may seem counter-intuitive, but in my experience, it is something that works.

A company can

1 – entirely on-site: these companies prefer to work in person, only on the company premises, and according to strict schedules.

The first example to illustrate this model is in

2 – multiple sites: these companies have several centres distributed geographically. This may be a main headquarters with various branches in the same country or located abroad.

These companies regularly

Conclusions

As you can see, there is no“perfect model” for organising telework. Nor is there a

• Contributeur

Elena Debbaut

Partenaire – Restructuration Opérationnelle

https://elena.debbaut.solutions/

ed@consultingteam.solutions

Elena Debbaut is a strategic execution expert to boards and executive teams. She leads and advises on complex transformations when governance barriers, internal politics, or structural fragmentation prevent organizations from executing critical decisions.

Specialities:

• governance-constrained transformation
• operational restructuring
• strategic recovery & execution