Working From Home
What We Can Learn From MIT’s ‘Hybrid’ Model of Collaboration
Lessons from a team that’s been successful while being spread out.
Illustration by Oscar Bolton Green
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Four years ago, construction at MIT’s Sloan School of Management forced 140 staffers to work in temporary offices a mile away from the school’s main buildings. Senior associate dean Peter Hirst, who runs Sloan’s executive education training, used the opportunity to launch a pilot program that mixed employees in both locations with others working from home. Here’s what he learned about running a successful hybrid team:
The construction. We were spending a lot of time in not-great Boston weather going back and forth between our temporary office and the main buildings.