At the heart of every successful organization are its ways of working—essentially how people roll up their sleeves and get the job done, both collaboratively and individually. Parallel to this concept is the ‘future of work’, signaling a transformation towards more modern, innovative methods. Yet, many companies today may not have visibility to how well they apply both concepts. Neglecting investment in modern productivity tools and succumbing to dated management practices often leads to sub-optimal working strategies and an inability to transition to work models offering greater value to the company.
The stakes are highest for large companies where organizational change is partnered with a high degree of complexity. Ways of working must account for how people can realistically get work done effectively. When different functions own pieces of the outcome a company wants to deliver to its customers, each function must have a voice in designing ways of working. When internal working mechanics falter, the impact doesn’t just stay within. It ripples outwards, distracting from the prime mission: serving customers. For such industries, it’s not merely about evolving; it’s about ensuring the core doesn’t erode.
For companies aiming to rise above these challenges, introspection is key. How much more effort are you expending than your competitors to achieve similar goals? What tales do your employees tell of their experiences working cross-functionally, up and downstream? Are your exit interviews echoing the sentiment that you’re arming your workforce with the tools they need? And crucially, can your work model transform or incrementally evolve to meet the future needs of your business?
Delving deep into these questions isn’t a mere exercise in reflection. It’s a roadmap to building resilience. When a company understands its inner workings, it can foster collaboration seamlessly. Recognizing gaps and acting on them means teams can innovate, pushing the boundaries of what’s possible. By strengthening the internal, we bolster our external interactions and market position.
Imagine a retail giant, let’s call them Acme. They once faced dwindling staff morale due to outdated tools. After seeing competitors leverage modern productivity solutions, Acme decided to invest heavily in process automation. Not stopping there, they began a dialogue, understanding employee needs when interacting with stakeholders. Fast forward, not only did they streamline processes, but they also saw a surge in innovation, with teams feeling more connected and empowered. They had effectively sidestepped the disruption, all by paying heed to the signs and acting decisively.
In conclusion, the narrative of ways of working and the future of work isn’t one of mere evolution; it’s about thriving amidst change. For many companies, the call isn’t to just adapt but to embrace this transformation, to ensure that as the world changes, their essence—serving customers effectively—remains unshaken.
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