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.




Eric Updyke


Eric Updyke 是思博伦通讯公司(Spirent Communications)的首席执行官。在他30多年的通讯行业经验中,Eric在全球范围内引领了转型成长项目。作为首席执行官,Eric 专注于推动可持续、可盈利的公司增长,带领思博伦成为创新技术测试和保证服务领域的领导者和值得信赖的合作伙伴。 在2019年4月加盟思博伦之前,Eric曾任Amdocs的执行管理团队。在担任Amdocs有限公司的服务部门总裁期间,他负责全球范围内的整个托管服务、测试和SI业务,领导1000位员工,开创约20亿美元收入。之前他担任 Amdocs北美区部门总裁,管理10亿美元P&L,负责维持与北美通讯服务提供商的关系。在加入Amdocs前,Eric在诺基亚西门子通信公司(Nokia Siemens Networks)和AT&T公司担任管理职责。 Eric拥有康奈尔大学的金融MBA和电气工程学士学位。他也担任Symend公司的董事。