When implementing and developing telework programs, most companies can achieve substantial benefits by ensuring that conscious efforts are made to allocate priority to the requisite activities on an equal footing with the company's other business activities, thus avoiding telework being introduced in an indirect, uncontrolled way. However, this picture has changed somewhat during the past two years. Telework was once an option for a few key employees, it was not widely used and was limited to a narrow range of tasks. It has now spread to many different levels within the corporate structure.
More people spend more time working with a greater variety of tasks elsewhere than at the office.
Nevertheless, most companies still regard telework as a special feature reserved for the use of particular employees in certain situations. Organizational procedures and technical solutions are frequently insufficiently prepared and inadequately thought out. Most companies simply do not have a corporate policy and strategy regarding telework. A comprehensive plan for implementing telework focuses on the strategic targets associated with the use of telework and thus avoids or minimizes the negative consequences that would result if such a strategy did not exist . These goals are not only realistic, but can also be achieved by means of telework.