How is remote work in Architecture still not a thing?

For a long time, the conventional office setting is being challenged by the growing popularity of remote work. The COVID-19 pandemic accelerated this trend and made remote work happen at unfathomable speeds. SAOTA, a leading architecture firm from Cape Town, swiftly moved their entire 200+ member team to a remote setup soon after the coronavirus outbreak. They successfully demonstrated that remote work indeed works, even in very large organizations.

Remote work has been a norm for the longest time in fields like IT, marketing and finance. The common denominator across these fields is that a major chunk of everyday tasks can be performed digitally. Architecture profession today is heavily-reliant on technology with drafting and modeling being completely done using computers. High-speed internet has made access to online file sharing and video-conferencing common. It’s no news that remote work brings-in a plethora of benefits, including reduction in operating costs, availability of a much larger talent pool and reduced employee churn.

Why, then,  do architects seem to be the only ones who can’t figure out remote work then? It has more to do with the mindset than anything else.

The primary requirement behind switching to, or adopting, remote work is the openness to it. Most companies dismiss it with the belief that it’s impossible to get anything done remotely. Assuming that such a strong bias against remote work doesn’t exist, firms can start evaluating if remote work can work for them. This entails deliberation over the location of the firm, the current talent pool, the firm’s growth plans and the gains the firm can expect from remote work.

Once an effort-outcome analysis is done, firms should evaluate the software tools and the IT infrastructure they run on. In a remote setting, use of remote collaboration (e.g. BIM 360, Google Docs) and project management (e.g. Asana) software is a must. In some cases, infrastructure changes may be necessary to equip remote employees with the necessary hardware and secure internet connections for productive remote work. Transitioning to remote work before this foundational step would be a call for trouble.

The new infra or tools may require one-time training, which firms should allocate time for. Firms should also apprise the staff of the new forms of operation and the changing processes, if any. This is critical to ensure that all employees are onboard with the upcoming changes.

Firms should then identify tasks that can be performed remotely (e.g. drafting, rendering) and create remote job roles where the majority of the chunk is of this nature. Giving work-from-office employees in such roles an option to start working remotely is another alternative.

To make remote work a success, employees need to undergo a few self-exercises as well. Embracing remote work calls for introspection of personal preferences and work style. It demands self-discipline, impeccable time management and a strong capacity for independent work. If an employee’s energy is fueled by a bustling office, or if they thrive on the front-line (e.g. site visits and client interactions), remote work may become the source of dissatisfaction and conflict. On the other hand, if they find commuting to office to be exhausting and prefer isolation for deep work, remote work will bring them the freedom they have been looking for.

Successful execution of projects relies heavily on planning and coordination. Proactive problem-solving and independent information-seeking are crucial attitudes which employees working remotely should exhibit. Additionally they should possess strong communication skills, both written and verbal, to carry out seamless interaction within the team. Employees should communicate their deficiencies with their managers at work so that timely help can be given.

Remote work is undoubtedly here to stay, and its growing adoption is poised to redefine the future of work globally. The architecture industry can also capitalize on this trend by embracing remote work. Understanding the advantages and challenges, along with implementing effective strategies, will empower both employers and employees to not only make remote work feasible but also thrive in this new paradigm.