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Rethinking the Way We Work in the Next Normal


AdobeStock 377572090 1240x600 Working from Home in the Next Normal

Working from home in the next normal

Even for the most forward-looking CEOs, the future came early this year.

Across industries, leaders are grappling with issues they had not anticipated facing for many years, if ever. Chief among them being where and how we work.

Making the decision to curtail employee travel and keep workers safe at home was a straightforward call when COVID-19 hit. Even from the front lines of 5G where we help make hyper-connectivity possible, we know that technology alone will not provide all the answers. That is why for Spirent, and many companies around the world, 2020 has been a year of considerable reflection.

Just a short time ago, where and how teams work may have been purely a commercial decision. The decisions companies are making now will shape not just the future of their organizations, but the future of work itself. While we are evaluating what it means to be effective, we are engaging in long overdue conversations about culture and giving employees a louder voice than ever.


Though physical offices will remain in our foreseeable future, they no longer define how our people conduct business.

Where we work

It is through the lens of evolving global circumstances along with our guiding principles that we weigh how and when our people go back to the office. Many of us, upon reflection, would now agree that where we work has become a lot less important.

But at the same time, work/life balance is more crucial than ever to employee well-being. As the distinction between work and home environments has blurred, it’s become important to set healthy boundaries. Though physical offices will remain in our foreseeable future, they no longer define how our people conduct business.

Now that work is less dependent on location, there are new considerations to think through. Recruiting and relocation are going to be very different than pre-COVID. Our culture, previously centered around our offices, needs to adapt to a more remote workforce. Driving a consistent culture regardless of where or how we work must now rise to the top of our minds.

Being a Good Global Citizen

In our interpersonal relationships, we’ve learned to judge people not only by what they say, but what they do. As consumers, we now hold the businesses we support equally accountable. We want to know what they believe and what drives their actions in a global marketplace.

At Spirent, we expect our customers to demand the same of us. We don’t just want to earn business because we have the best solutions and services. We aspire to be respected and admired for how we treat employees, protect the environment, and contribute to society.

We have been increasingly focused on understanding our impact on the environment and the communities we call home. We know that environmental social governance is key to sustainable growth and, to that end, our Future Positive initiative emphasizes being a responsible corporate citizen.

As we evaluate our future work environments, we recognize the sustainability benefits of a more remote workforce. With a decrease in commuting, physical office space, and utilities, we are decreasing our carbon footprint while giving our employees more flexibility.

shutterstock 1606120384 woman smiling at laptop

Flexibility is key

What we have learned through this crisis is the importance of flexibility and adaptability in uncertain times. We were forced to adapt our business to help our customers navigate this new reality. From the onset of lockdown, our sales and marketing teams ramped up our digital efforts, through webinars and remote demos. We tailored our solutions to help our customers cope with the tsunami of bandwidth demands and reduce the need for on-site support.

Though I wish the strides we are taking were happening under different circumstances, we are making great progress on the path we’ve chosen. Today, we look to the road ahead with optimism, as we innovate new solutions for emerging challenges.

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Eric Updyke


Eric Updyke는 Spirent Communications의 CEO입니다. 업계에서 30년 이상의 경험을 쌓으며 글로벌 시장에서 혁신적인 성장 프로그램을 선도해왔습니다. CEO로서 Updyke 대표는 Spirent를 혁신적인 기술 테스트 및 보증 솔루션 부분에 있어 업계 리더십과 신뢰 받는 파트너로서의 위치를 공고히 다지기 위해 지속가능하고 수익성이 높은 성장 부분에 집중해왔습니다. 2019년 4월 Spirent에 합류하기 전에는 Amdocs의 임원 관리 팀에서 근무했습니다. 총직원 수 1만 명과 매출 약 $20억 규모에 이르는 Amdocs에서 관리형 서비스 부문, 테스트 및 SI 사업 부문을 담당하여 전체 그룹 대표 직책을 맡았습니다. 그전에는 매출 규모 $10억에 이르는 Amdocs의 북아메리카 부문 대표직을 맡아 북아메리카 이동통신 서비스 제공업체 관계를 담당하였습니다. Amdocs 합류 전에는 Nokia Siemens Networks 및 AT&T에서 임원직을 맡았습니다. Updyke 대표는 코넬 대학교에서 전기공학 학사 후 경영대학원에서 재무 석사 학위를 받았습니다. 또한 현재 Symend 이사회에서 이사직을 겸임하고 있습니다.