The prospective telecommuter isn't prepared or trained to work independently at home. The telecommuter doesn't have the appropriate technology and tools. Managers are seldom taught how to accommodate telecommuters. Lack of executive support and management support. There are very few publicly documented cases regarding company programs that have failed.
Telecommuting demands a culture change and a radical shift in business strategy.
To make it successful, a firm will have to go far beyond publishing a set of rules. Many companies seek to avoid these problems by creating guidelines for employees and their managers. Merrill Lynch offers set of guidelines for telecommuting. For example, before placing an employee on a telecommuting program, employees must carefully analyze their jobs and personal characteristics as well as learn how to independently support the tools and technology they use in a home-office environment. After reading the company telecommuting guidelines, a worker who wishes to telecommute writes a proposal that discusses work scheduling, communication, and other relevant issues.