They have their own opinions expressed by business partners.
There is a difference in marketing of every city. Seoul wants to be culturally and technically developed. Copenhagen wants to be environmentally well -known and design focused. That’s fine, but the big cities are difficult to surround, mostly because there are many powers in a developed city.
However, what is involved in the two cities is something that business people should focus seriously: the 5 -minute principle that I revolutionize to run my business.
Related: 5 simple productive hex that will make you more successful
Accidental business experience
I live in the Hopzing neighborhood in the South Korean city of Seoul. My older daughter’s school has a stop on her bus, with a ten -minute ride. As far as anyone in my family needs to go. My younger daughter’s pre -school is eight minutes away. And my office is like my residence in the complex, a lift ride and 50 speeds away.
Complex’s B2 level is a hypertension, and the goods that are sitting between our flag and the store are a reliable invitation to retail: facility stores, household goods shops, pharmacies and wireless shops; Sports goods shops such as Nike; Some liquor shops. A fast speed of food and drinks (including McDonald’s and a subway); And quite times, including two star boxes (a reserve). Did I forget to mention film theater, family practitioner, dentist, hair salon and pallets studios?
As an American who likes driving, adjustments have been made here. I live in metropolies like Boston, where the CVS and JP lick are a little distance. But before here, I have never experienced a place where everything is under the elevator shaft. Moved here, felt magical, as I was on vacation in a citizen in a resort.
And a few months after living so, I decided to double: I also put my office in the goods.
Related: 21 productive things on your journey
Production Capacity is not a revolution that no one talks about
It is difficult to explain how easy my Korean life is. How eliminating the transit time required for any cotodine work keeps me behind every week.
The business effect was quick and deep. After I suddenly extended my time budget, I started thinking: What if I can reproduce this 5 -minute performance for my entire operation?
I praised him so much that I decided to give others a chance to live a 5 -minute life. My recruiter posted a post in search of English -speaking people who live near. Now we have a team where eight people travel ten minutes away. In one of the words, “This is a dream.”
Proximity ROI: Time is actually money
Let’s do mathematics. The average American worker spends 52 minutes every day, which works more. It’s 225 hours annually – or six weeks of work – go to work and go. For traders and business owners who carefully measure the bill or team’s production capacity per hour, it represents an extraordinary hidden cost.
When I imposed my proximity rental model, our team almost approximately was fine:
- 960 hours annually of collective production time (in team members)
- 15 % decrease in our sick days (Those who wander or walk Are less often sick to work)
- 32 % decrease in harsh and schedule
- Absence of zero weather (a factor during the monsoon season of Seoul)
More importantly, we have seen the team’s cooperation increasing and increasing the retention of employees because of our common neighborhood experience. Pleasant hours are easy. We can help move each other. We sit for each other. All this is easy because team members who live and work in the same neighborhood develop strong links with the company and each other.
5 minutes of principle: beyond real estate
When I explain this life with my friends and family, they look at me as if I have become a guru devoted to which they do not trust. “But isn’t that strange? You really never leave the neighborhood.” It is true that I rarely go. Although the second night, I rode a 45 -minute taxi on the other side of the city to catch Park Jin Ying (JYP) ’30th anniversary concert (he is straight).
But for all American businessmen who travel to offices, fight traffic in meetings and waste valuable hours in the transit, do we really need to see scenes while going to a daily destination? Wouldn’t business be easy if there was no chance of traffic or weather or accidents, and we needed everything that was a block away? So, instead of maximizing your long journey or making it more productive, why not end it?
Although not every business can be transmitted to a self -made complex, each business can apply the 5 -minute principle.
- Strategic Co -location: Keep your office closer where your team members already live, not where it seems to be on a business card
- Recruitment based on proximity: Target talent talent ponds in specific geographical areas instead of casting wide nets
- Making Micro Miles: Establish small satellite offices in palaces where employees’ clusters live
- Virtual Proximity: Design digital workflows that minimize “travel time” between apps and functions – lift rides digital equivalent
- Partnership of proximity: Create an alliance with close business to create your service ecosystem
Related: Super travel is increasing, why and how works here
What do you get when you stop traveling
I can think of just one thing I miss from my daily journey: talking to old friends on the phone. My long drives were good to work and go for check -in calls. Now that I am not driving, I don’t have too much time for calls. But will I return my 5 -minute life for these calls? No.
The 5 -minute principle business requests go beyond real estate. It is about re -imagining the productivity as a reduction in friction rather than extension of time. Although your rival employees ask to work for more hours, you can offer them more time gifts without a production sacrifice.
For traders, especially in competitive talent markets, team -making teams, the 5 -minute model creates a specific benefit. When the candidates consider a similar role with similar compensation, the improvement in the quality of life of a 5 -minute journey becomes a decisive factor.
In the business scenario suffering from digital change, perhaps the most revolutionary change we can do is Analog: to bring things closer, not to do more, but to travel less.