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How hybrid working is applied depends on whether your business is a shape-shifter, temporary pivoter or re-inventor, argues Ben Gillam
Hybrid working has become a term used to help us feel like we understand and are in control of the future. But nine months down the line, are we any closer to knowing what it really means?
Hybrid working itself is a blunt tool in the face of different business types, cultures and profiles, and risks falling into the category of other commonly used but largely undefined terms, like “agile working”; a concept that has led to having many different working environments on offer, or “hot desking”; a concept that while it allows for flexibility, isn’t a one-size-fits all panacea that will suit all business types.
If hybrid working is to succeed it must be about balancing staff happiness, satisfaction and motivation with business resources and productivity. The businesses that will get it right are the ones that are brave enough to use the concept to challenge the way they have been working, challenge who they are, and find the tailored solutions to fit.
Hybrid working is best viewed as a journey companies can embark on, with defined phases: adjust, re-evaluate, and repeat. It is a process of adapting to a new post-pandemic scenario, in a way that both enhances culture and facilitates growth.