The “office” space/s of your organization will determine its success

The office WAS a container where you would fit all your people. Now it should be a social space suitable for co-creating.
SIX useful QUESTIONS to CREATE/ASK FOR the best place to work #futureofwork and retention + attraction of #talent

1. A NETWORK OF HOTSPOTS?

Have you thought of hybrid workplaces, not limited to a single “let’s go to THE office” kind of space, instead allowing your people to choose between multiple locations where to be, an ecosystem of offices?

2. WHO CHOOSES WHERE TO WORK?

Do you allow your people to choose their meeting places?
Places that are better adapted to the location and needs of the specific team working on a project.

These diffused places may not be in the typical business centres of cities, but in better locations, closer to where the team members live / want to be. An increasing number of companies are using offices and coworking spaces in residential locations and not the usual ones in the city center.

Look at the concept of 15-minute cities to get a better idea of the possibilities and positive influence of your company in the dynamics of your city.

3. WHAT DO YOUR OFFICES ENABLE ?

Do your “offices” allow informal learning?
Do you have spaces to build social and creative relationships and interactions?

4. IS YOUR WORKPLACE FIXED OR ADAPTABLE?

Are your workspaces fixed, allowing a single use, or modular / flexible allowing more dynamics in the same space? Places need to be as open and flexible as the innovation you need so much.

5. DO YOUR LEADERS KNOW HOW TO LEAD THE HYBRID?

Do the leaders of your company know how to manage people in the best possible way in the new format of #hybridwork: do they know how to create and use #trust, an element never before so fundamental to get the best out of your people or do they continue with the old obsolete model of command and control and even creating fear-driven work environments?

6. HOW DO YOU EVALUATE YOUR PEOPLE?

Have you managed to co-create the best possible evaluation system or do you continue to measure only according to outdated metrics of attendance and being physically (not necessarily mentally) present of your people?

What is valued and encouraged in your organization: being present or the quality of work and results?

Finding the best way to evaluate your people has never been so important in the uncertainty that surrounds us where knowing what matters creates clarity, justice and well-being in your teams.

Risk Management or Future Proofing – What’s the difference?

The future is most uncertain yet I need to prepare my organization and myself for that unknown future.
So where do I put my priority?
Risk Management or Future Proofing?

Whilst the two concept are very similar they highlight one of two attitudes:

Risk Management = I want to limit my risks

Future Proofing = I want to prepare for the future

Whilst the first one is usually most prevalent in more traditional companies who, fearful of their vulnerability go for the human instinct of creating some kind of certainty by “locking down the hatches”. Making sure there are no holes or gaps in the vessel that needs to navigate a future we don’t know. Limiting potential threats.
The frequent question asked in these kinds of cultures is “where can the next crisis come from?”.

Future Proofing has a stronger emphasis on the future (rather than on maintaining the past status) and on actively preparing for what (might) come next.
It is more open to explore, more creative yet has the same level of preparedness requirements.
The frequent question asked in these kinds of cultures is a more open “what might happen next and how can I be prepared?”.

So there is a clear emphasis on fear of losing and limiting in the first instance and wanting to prepare to win in the second.

Which of these two cultures are you driving for yourself and for your team? Which of them is most useful to be the most successful possible tomorrow (and the day after) ?