THE IMPORTANCE OF A TAILORED HYBRID WORK MODEL DECISION FRAMEWORK FOR DIFFERENT DEPARTMENTS AND ROLES

• Published in: Leader to leader 2023-07, Vol.2023 (109), p.56-62
• Main Author: Tsipursky, Gleb
• Format: Article
• Language: English
• Subjects: Collaboration; executives; Hybrid work; leadership; teams; training
• ISSN: 1087-8149; 1531-5355
• DOI: 10.1002/ltl.20718

The author, CEO of the boutique future‐of‐work consultancy Disaster Avoidance Experts, explains how executives can help making decisions in today’s fluid and often‐confusing world of hybrid work. He points to examples of organizations he has worked with, and research carried out by others on the topic. He outlines the need for a “customized approach, dependent on the job function and nature of collaboration between team members within each one.” These changes have been accelerated due to the pandemic, but now executives must plan for new realities in which these changes, once thought to be temporary, are fast‐becoming the norm. “The basis for the decision framework,” he writes, “centers around two distinct questions. First, what kind of work is best done remotely, and what in the office? Second, what type of work is done in each department and by different roles within them?” These ideas prompt thoughts such as what becomes the role of areas such as spontaneity, and chance in‐encounters that can fuel productivity and creativity. He writes that “one of the key challenges of maintaining company culture for remote or hybrid workers is the decrease in cross‐functional weak connections across staff. This loss of connections can negatively impact long‐term company success, since achieving organizational goals often requires cross‐functional collaboration.”