New Normal Operating Models

Numerous companies are consulting us on how to return, and the question that arises is: should we think about how to return or how not to return?

Who will bear the loss of hours and energy in transit in urban areas?

How will companies that demand 70% face-to-face presence compete in the search for talent against those that offer the same percentage in remote mode?

We often hear it mentioned that we will move towards blended operational models, however, some indications lead us to believe that the final model should be inverted with respect to the current one.

In other words, remote work will be encouraged, and face-to-face meetings will be left for specific activities (meetings, training, workshops, coaching & mentoring, etc.) that require it or to promote senses such as integration and belonging, among others.

This will lead on the one hand to adapt homes with technology and appropriate facilities for work, and also to think of alternatives in public spaces that offer soundproofed spaces, with excellent connections and even snack and cafeteria services.

And of course on the companies’ side, to rethink the operational model comprehensively. Process redesign, technology reinforcements, management schemes, indicators, KPIs and milestones, and new control mechanisms should undoubtedly be at the top of the reengineering list.

Finally, the most challenging aspect is to break down the mental models that lead people to think that remote work promotes idleness and unproductivity.

We believe that people do not work better because someone supervises them closely; they do so when the vision, strategy and processes are clear, when the organizational climate encourages and integrates them, when they are led humanly and professionally, and when they are developed in self-management.

In our view, the companies that embark on this path the fastest will gain structural advantages.

Hopefully, we will not have to live through another crisis (health or otherwise) to incorporate it.