Ongoing Transformation of Work Modes
Ongoing Transformation
of Work Modes
More and more companies today are realizing that employees can work efficiently anytime, anywhere. In recent years, we have continuously worked with many domestic and international enterprises to explore digital transformation in human resources. Beyond the success of these complex transformation projects and the strategic value they deliver to businesses, this journey has also provided our professional services organization with valuable opportunities to grow alongside companies and industries.
We have conducted in-depth research on how corporate organizations and human resources are evolving across different eras and regions, amid the advancement of new technologies, global markets, and an environment of constant uncertainty. This has deepened our understanding of future HR and work model innovations, which are also key factors for the success of HR digital transformation. It offers us a new perspective on truly realizing the value of HR digital transformation.
More and more companies today are realizing that employees can work efficiently anytime, anywhere. In recent years, we have continuously worked with many domestic and international enterprises to explore digital transformation in human resources. Beyond the success of these complex transformation projects and the strategic value they deliver to businesses, this journey has also provided our professional services organization with valuable opportunities to grow alongside companies and industries.
More and more companies today are realizing that employees can work efficiently anytime, anywhere. In recent years, we have continuously worked with many domestic and international enterprises to explore digital transformation in human resources. Beyond the success of these complex transformation projects and the strategic value they deliver to businesses, this journey has also provided our professional services organization with valuable opportunities to grow alongside companies and industries.
We have conducted in-depth research on how corporate organizations and human resources are evolving across different eras and regions, amid the advancement of new technologies, global markets, and an environment of constant uncertainty. This has deepened our understanding of future HR and work model innovations, which are also key factors for the success of HR digital transformation. It offers us a new perspective on truly realizing the value of HR digital transformation.
When it comes to changes in future work models, Hiroki Hiramatsu, Global Head of Human Resources at Fujitsu, vividly recalls the moment he realized that hybrid work would become the norm. In late February 2020, an internal survey found that among the company’s 80,000 employees in Japan, over 74% believed that the traditional office was the best place to work. Office culture had long been deeply ingrained.
However, less than a month later, as the COVID-19 pandemic spread, most employees began working from home. They quickly realized the benefits. In a subsequent survey, only 15% still considered the office the best workplace; 30% preferred working from home, while the remaining 55% favored a hybrid model combining home and office. It was a profound and clear shift, and Hiramatsu concluded, "We will never go back to the way things were."
Since the pandemic and the growing trend of global operations, our expert teams have continuously discussed and observed the impact on clients’ teams and work arrangements. Like Hiramatsu, many believe this is a new era for market and business development. Companies are fully embracing hybrid models to redefine and restructure work, making team efforts more meaningful, efficient, and flexible. At the same time, this new approach places fresh demands on the digital enablement of human resources.
We have conducted in-depth research on how corporate organizations and human resources are evolving across different eras and regions, amid the advancement of new technologies, global markets, and an environment of constant uncertainty. This has deepened our understanding of future HR and work model innovations, which are also key factors for the success of HR digital transformation. It offers us a new perspective on truly realizing the value of HR digital transformation.
When it comes to changes in future work models, Hiroki Hiramatsu, Global Head of Human Resources at Fujitsu, vividly recalls the moment he realized that hybrid work would become the norm. In late February 2020, an internal survey found that among the company’s 80,000 employees in Japan, over 74% believed that the traditional office was the best place to work. Office culture had long been deeply ingrained.
However, less than a month later, as the COVID-19 pandemic spread, most employees began working from home. They quickly realized the benefits. In a subsequent survey, only 15% still considered the office the best workplace; 30% preferred working from home, while the remaining 55% favored a hybrid model combining home and office. It was a profound and clear shift, and Hiramatsu concluded, "We will never go back to the way things were."
Since the pandemic and the growing trend of global operations, our expert teams have continuously discussed and observed the impact on clients’ teams and work arrangements. Like Hiramatsu, many believe this is a new era for market and business development. Companies are fully embracing hybrid models to redefine and restructure work, making team efforts more meaningful, efficient, and flexible. At the same time, this new approach places fresh demands on the digital enablement of human resources.
When it comes to changes in future work models, Hiroki Hiramatsu, Global Head of Human Resources at Fujitsu, vividly recalls the moment he realized that hybrid work would become the norm. In late February 2020, an internal survey found that among the company’s 80,000 employees in Japan, over 74% believed that the traditional office was the best place to work. Office culture had long been deeply ingrained.
However, less than a month later, as the COVID-19 pandemic spread, most employees began working from home. They quickly realized the benefits. In a subsequent survey, only 15% still considered the office the best workplace; 30% preferred working from home, while the remaining 55% favored a hybrid model combining home and office. It was a profound and clear shift, and Hiramatsu concluded, "We will never go back to the way things were."
Since the pandemic and the growing trend of global operations, our expert teams have continuously discussed and observed the impact on clients’ teams and work arrangements. Like Hiramatsu, many believe this is a new era for market and business development. Companies are fully embracing hybrid models to redefine and restructure work, making team efforts more meaningful, efficient, and flexible. At the same time, this new approach places fresh demands on the digital enablement of human resources.
Putting Employees at the Center
For organizations aiming to successfully implement this transformation, leadership must first shift their mindset: focus on employee needs, not just policies and processes, to build an effective hybrid work model. To design a reasonable hybrid work mode, two dimensions must be considered: location and time.
Currently, location garners the most attention. Millions of employees have shifted from fixed locations (working in the office) to location flexibility (working anywhere). Less noticed, but equally important, is the shift in time: from fixed schedules (working synchronously with others) to time flexibility (working asynchronously at times of their choosing).
Before the pandemic, the standard was the nine-to-five office job, with limited flexibility. Now, managers recognize that many employees can work efficiently anytime, anywhere—that is the essence of the hybrid model. To achieve this, managers need to think from four different angles:
For organizations aiming to successfully implement this transformation, leadership must first shift their mindset: focus on employee needs, not just policies and processes, to build an effective hybrid work model. To design a reasonable hybrid work mode, two dimensions must be considered: location and time.
For organizations aiming to successfully implement this transformation, leadership must first shift their mindset: focus on employee needs, not just policies and processes, to build an effective hybrid work model. To design a reasonable hybrid work mode, two dimensions must be considered: location and time.
Currently, location garners the most attention. Millions of employees have shifted from fixed locations (working in the office) to location flexibility (working anywhere). Less noticed, but equally important, is the shift in time: from fixed schedules (working synchronously with others) to time flexibility (working asynchronously at times of their choosing).
Before the pandemic, the standard was the nine-to-five office job, with limited flexibility. Now, managers recognize that many employees can work efficiently anytime, anywhere—that is the essence of the hybrid model. To achieve this, managers need to think from four different angles:
Currently, location garners the most attention. Millions of employees have shifted from fixed locations (working in the office) to location flexibility (working anywhere). Less noticed, but equally important, is the shift in time: from fixed schedules (working synchronously with others) to time flexibility (working asynchronously at times of their choosing).
Before the pandemic, the standard was the nine-to-five office job, with limited flexibility. Now, managers recognize that many employees can work efficiently anytime, anywhere—that is the essence of the hybrid model. To achieve this, managers need to think from four different angles:
1. Scope of Work and Tasks
When considering work and task arrangements, it is essential to first understand the key productivity drivers—energy, focus, coordination, and collaboration. Then, assess how these drivers are impacted by changes in time and location dimensions.
We can illustrate this by applying the framework to four typical roles:
Chief Strategy Officer: For this role, focus is the key driver of effectiveness. Time, specifically asynchronous time, best supports focus. If the strategist can be free from others’ schedules, location becomes less relevant. They can work from home or the office.
Team Manager: Here, coordination is the critical productivity driver. Managers need to communicate and provide feedback to their teams. Time, especially synchronous time, is crucial for enabling this. With well-planned timing, location again becomes secondary—managers and employees can coordinate from home or the office using platforms like Zoom.
Product Manager: Collaboration is essential in this role, and the primary dimension is location. Innovation is sparked by face-to-face interactions with colleagues and customers. Shared physical spaces like offices or creative centers are where collaboration thrives.
Marketing Manager: Sustained energy is vital for this role, and both time and location can contribute. Many find working from home energizing, as it eliminates commuting, allows for exercise, and supports healthier eating. However, it can also lead to isolation that hinders collaboration. Working on a synchronous schedule improves coordination but may introduce continuous communications that disrupt focus.
To address these potential downsides, many successful companies are creating a workspace ecosystem they call the "boundaryless office." These spaces come in various forms: hubs to maximize collaboration, PMOs to promote coordination, and shared offices to foster focus.
When considering work and task arrangements, it is essential to first understand the key productivity drivers—energy, focus, coordination, and collaboration. Then, assess how these drivers are impacted by changes in time and location dimensions.
We can illustrate this by applying the framework to four typical roles:
Chief Strategy Officer: For this role, focus is the key driver of effectiveness. Time, specifically asynchronous time, best supports focus. If the strategist can be free from others’ schedules, location becomes less relevant. They can work from home or the office.
Team Manager: Here, coordination is the critical productivity driver. Managers need to communicate and provide feedback to their teams. Time, especially synchronous time, is crucial for enabling this. With well-planned timing, location again becomes secondary—managers and employees can coordinate from home or the office using platforms like Zoom.
Product Manager: Collaboration is essential in this role, and the primary dimension is location. Innovation is sparked by face-to-face interactions with colleagues and customers. Shared physical spaces like offices or creative centers are where collaboration thrives.
Marketing Manager: Sustained energy is vital for this role, and both time and location can contribute. Many find working from home energizing, as it eliminates commuting, allows for exercise, and supports healthier eating. However, it can also lead to isolation that hinders collaboration. Working on a synchronous schedule improves coordination but may introduce continuous communications that disrupt focus.
To address these potential downsides, many successful companies are creating a workspace ecosystem they call the "boundaryless office." These spaces come in various forms: hubs to maximize collaboration, PMOs to promote coordination, and shared offices to foster focus.
2. Employee Choice
2. Employee Choice
Optimal performance varies greatly depending on individual preferences. Thus, designing a hybrid work model must consider these preferences. For example, two strategy directors at the same company share focus as their primary performance driver.
Employee J, aged 40, lives some distance from the office and has a well-equipped home workspace. His children are at school during the day, making home the ideal place for focused work. He prefers to visit the office once or twice a week for team meetings.
Employee L, aged 28, lives downtown, sharing a small apartment with three others—making it difficult to work from home without distractions. For her, the nearby office is a better environment for concentration.
“Perceived unfairness can harm productivity, increase burnout, and reduce collaboration and retention.”
J and L also differ in their tenure with the company. Employee J has worked there for eight years and built a strong network, so his in-office time is less critical to his development. L, being new, is eager for guidance and mentorship, which benefits from being around colleagues in the office.
Companies can provide managers with simple diagnostic tools to better understand individual preferences—where employees feel most energized, whether they have functional home offices, and their needs for collaboration, coordination, and focus.
Optimal performance varies greatly depending on individual preferences. Thus, designing a hybrid work model must consider these preferences. For example, two strategy directors at the same company share focus as their primary performance driver.
Employee J, aged 40, lives some distance from the office and has a well-equipped home workspace. His children are at school during the day, making home the ideal place for focused work. He prefers to visit the office once or twice a week for team meetings.
Employee L, aged 28, lives downtown, sharing a small apartment with three others—making it difficult to work from home without distractions. For her, the nearby office is a better environment for concentration.
“Perceived unfairness can harm productivity, increase burnout, and reduce collaboration and retention.”
J and L also differ in their tenure with the company. Employee J has worked there for eight years and built a strong network, so his in-office time is less critical to his development. L, being new, is eager for guidance and mentorship, which benefits from being around colleagues in the office.
Companies can provide managers with simple diagnostic tools to better understand individual preferences—where employees feel most energized, whether they have functional home offices, and their needs for collaboration, coordination, and focus.
3. How Work Gets Done
To make new work models successful, companies must rethink projects and workflows. Managers of employees like J and L need to align their work with the rest of the team.
We’ve observed leaders tackling this in two ways. One is by enhancing the use of digital tools to coordinate activities, as employees adapt to flexible arrangements. Fujitsu, for example, uses a suite of digital tools to visualize work types in terms of time and location dimensions. This helps the company assess workloads, analyze remote work conditions, and forecast future needs.
Other companies are seizing this opportunity to redesign workflows entirely—aiming to get it right the first time. A leader at a retail bank in our Future of Work alliance approached workflow redesign by asking three key questions: Are any team tasks redundant? Can any tasks be automated or reassigned outside the team? Can we reimagine new purposes for our workplaces?
To make new work models successful, companies must rethink projects and workflows. Managers of employees like J and L need to align their work with the rest of the team.
We’ve observed leaders tackling this in two ways. One is by enhancing the use of digital tools to coordinate activities, as employees adapt to flexible arrangements. Fujitsu, for example, uses a suite of digital tools to visualize work types in terms of time and location dimensions. This helps the company assess workloads, analyze remote work conditions, and forecast future needs.
Other companies are seizing this opportunity to redesign workflows entirely—aiming to get it right the first time. A leader at a retail bank in our Future of Work alliance approached workflow redesign by asking three key questions: Are any team tasks redundant? Can any tasks be automated or reassigned outside the team? Can we reimagine new purposes for our workplaces?
4. Inclusion and Fairness
Studies show that perceived unfairness harms efficiency, increases burnout, and reduces collaboration and retention. In the past, as companies experimented with flexible work models, they often allowed managers to implement them on a case-by-case basis. This led to varying levels of flexibility across teams, creating feelings of unfairness. Many employees with time- and location-dependent roles struggled to benefit from hybrid arrangements, often feeling disadvantaged.
Selina Millstam, a vice president at a Swedish multinational, has done admirable work in fostering inclusion. Every new work arrangement must be rooted in the company’s culture, emphasizing an environment where people “speak up,” practice empathy, and prioritize collaboration. To encourage this, Millstam’s team engaged employees in a 72-hour virtual “improvisation” session.
During one of these sessions, employees were given a platform to discuss how hybrid work might affect company culture during the pandemic. More than 17,000 participants from 132 countries contributed over 28,000 comments. This initiative provided the leadership team with deeper insights into issues that must be addressed when designing hybrid arrangements. Management realized that the best way to tackle uncertainty and perceived unfairness is to ensure employee voices are heard and that changes are not merely top-down decisions.
Studies show that perceived unfairness harms efficiency, increases burnout, and reduces collaboration and retention. In the past, as companies experimented with flexible work models, they often allowed managers to implement them on a case-by-case basis. This led to varying levels of flexibility across teams, creating feelings of unfairness. Many employees with time- and location-dependent roles struggled to benefit from hybrid arrangements, often feeling disadvantaged.
Selina Millstam, a vice president at a Swedish multinational, has done admirable work in fostering inclusion. Every new work arrangement must be rooted in the company’s culture, emphasizing an environment where people “speak up,” practice empathy, and prioritize collaboration. To encourage this, Millstam’s team engaged employees in a 72-hour virtual “improvisation” session.
During one of these sessions, employees were given a platform to discuss how hybrid work might affect company culture during the pandemic. More than 17,000 participants from 132 countries contributed over 28,000 comments. This initiative provided the leadership team with deeper insights into issues that must be addressed when designing hybrid arrangements. Management realized that the best way to tackle uncertainty and perceived unfairness is to ensure employee voices are heard and that changes are not merely top-down decisions.
So, how can companies successfully transition to a future-ready, flexible work model?
First, identify key tasks and roles, understand their performance drivers, determine the most suitable arrangements, and involve employees in the process.
Finally, revisit the company’s business strategy. Does the new hybrid model support the organization’s values and culture? Carefully assess whether this transformation creates an environment where everyone finds work engaging, fair, inspiring, and meaningful. This is the challenge for businesses—and also a valuable opportunity for successful transformation.
First, identify key tasks and roles, understand their performance drivers, determine the most suitable arrangements, and involve employees in the process.
Finally, revisit the company’s business strategy. Does the new hybrid model support the organization’s values and culture? Carefully assess whether this transformation creates an environment where everyone finds work engaging, fair, inspiring, and meaningful. This is the challenge for businesses—and also a valuable opportunity for successful transformation.