解锁工作未来式（英）

From remote to hybridTheFuture of work:Introduction“Without an existential shock like the COVID-19 pandemic, you would have needed change management programs to convince and motivate people to make the desired changes. In this case, there is no time to consider any alternatives; no time to resist. You wake up and the new way of working simply exists – there is no alternative and there is no option to return to how things were. This amount of change – had it been gradual – would have taken decades.”– Professor Benjamin Laker, Professor of Leadership, Henley Business School, University of Reading. The COVID-19 pandemic has been a watershed event in the history of the world – a major healthcare crisis that has challenged society in new ways. It has also signalled a major shift for businesses as lockdowns were imposed around the world and organizations were pushed, almost overnight, into an enforced experiment in remote working. In industries where all-out virtual working is nearly impossible – such as manufacturing, power generation, mining, construction, etc.1 – many operations simply ceased, with devastating consequences for economies and jobs.For many organizations, the move to a virtual operating environment was not entirely new and had already been underway in the pre-pandemic era. In recent years, as companies focused on remote working in response to changes in employee needs and behaviors, many of them actively looked at hybrid working in some form. A hybrid workforce essentially refers to a workforce that is distributed across different locations, from traditional office and factory spaces to remote locations, including within employees’ living space, be it a family home or shared apartment. A hybrid working model is characterized by the flexibility and choices it offers employees, and it can be an innovative way of driving new approaches to agility, collaboration, and ways of working.A recent report suggested that even in sectors that historically tend to be more location-dependent, such as manufacturing, more than half of businesses were considering some degree of hybrid working.2 The pandemic has only accelerated this trend. According to Bryan Campbell, agile transformation executive at ExxonMobil, “We absolutely see remote working or ‘work from anywhere’ as the new operating model. In our context, it was already envisioned to be a destination, but it's been greatly accelerated with the pandemic. We recognize this as a new operating model and one that will last in some form in the future.”To understand the evolution of “remote working” into “hybrid working,” we surveyed 500 organizations and 5,000 employees from a range of sectors globally and conducted detailed interviews with academicians and executives. Based on our research, this report examines a range of key questions: 1. What do organizations and employees think about the sustainability of remote working models?2. What gains can organizations expect from these models?3. Have organ