The new world of work isn't simply about determining whether everyone should return to office. It's about testing long-held beliefs about how work should be done.
,” May–June 2021) that we had a once-in-a-lifetime opportunity to adopt a new hybrid model for work—one that, if embraced properly, could benefit all of us.
We recognized that making sense of all this would be difficult—and it has been. In February 2022 I polled 266 executives from 68 companies across 36 countries and asked them, “Where do you think you are [with hybrid work] at the moment?” Only 2% chose the response “We’ve implemented and rolled out a final design of work.
Perhaps it’s far-fetched to liken the convulsions of our present moment to those of the Industrial Revolution. But perhaps not. At the very least, we have to acknowledge that the transformation we’re living through will probably take years to settle in. That means it’s time for leaders to start thinking differently about the problem. It’s time for them to approach it as they would any other major change in how they do business: by asking tough questions and learning from the answers.
But how does working virtually affect connectivity and innovation? It’s a fraught question. In 2022 a Microsoft research team analyzed the communication patterns of more than 60,000 of the company’s employees during the first six months of 2020, when hybrid work was widespread, and found that collaboration networks became more static, with fewer bridges connecting disparate parts of the company.
It’s likely to be years before we have enough data to provide useful answers to such questions. But leaders can’t just sit back and wait until everything has been figured out. They need to develop a strategy for navigating the long period of uncertainty that lies ahead.
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