Two issues jump out at me: 1 ) It’s unclear to me why Microsoft, a leading software firm with distributed offices, should be considered representative of “info

Two issues jump out at me: 1 ) It’s unclear to me why Microsoft, a leading software firm with distributed offices, should be considered representative of “information workers”. Contrary to this study of a digitally inter-connected firm, finding their preferred connection patterns and rhythms took a hit before adapting (see #2 below), most enterprises had no established digital connection patterns or rhythms and despite the challenges of going online, had been so bad before they saw a boost. Many “big enterprise” firms’ collaboration and productivity shot way up from April through September, as necessity drove adoption of any collab at all. 2 ) Aside from this, “the first six months” is not how adapting to change works. MBA types like it call it “Storming, Norming, Performing”, but I prefer this: - Virginia Satir Change Curve image: https://www.plays-in-business.com/wp-content/uploads/2018/11/virginia-satir-change-curve.jpg https://www.plays-in-business.com/wp-content/uploads/2018/11... - Virginia Satir Change Curve discussion: https://dhemery.com/articles/managing_yourself_through_change/ https://dhemery.com/articles/managing_yourself_through_chang... Bottom line: I’d argue they studied a top decile performing firm far ahead of typical US enterprises, and found that Satir was right, a foreign element can induce a performance hit.