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While working from home has become a necessity and has forever changed what companies understand about flexible work arrangements, it’s popularity will recede. Additionally, remote work is now better understood to be a viable way to organize a workforce that’s not driven purely by geography. And this means that company executives need to know how teams will work together in the future. The drivers shaping a hybrid workforce, one where a large percentage of the workforce is remote, and another part are co-located in offices, are dynamic. The implications will change how the company is organized and run.
Working remotely is not new. Companies have had telecommute policies for decades. However, this early arrangement centered on control and often was plagued with mistrust of employees—initial management worries centered on doubts that remote employees were working. Fast forward, today there is enough research showing that remote employees tend to work longer hours and are more productive.
Emerging from COVID-19, hybrid teams are the evolution from what remote work was once understood to be. To help distributed teams perform at their peak in this new reality, companies and their leaders need to understand the influences on a distributed workforce’s performance. By doing so, they can change the company.
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