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DefinitionPre-lockdownRecovery modeGrowing through remoteQuestions
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What do we mean by this theme?The old BAUBuild immediate capacityUsing the benefits of remote for competitive advantageWhat do organisations need to ask to move from A/B to C?
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SystemsThe platforms and tools used by the organisation and its peopleSaaS exists but used to support office ways of working. Some orgs still using legacy on-prem tools.SaaS tools usedBYOD, BYO stack or experience, (zero trust arch)- To what extent are the capabilities of SaaS tools being used? - do you have a true BYOD strategy? (if so, how is this resourced and managed?)
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StructureThe operating model and organisational structureHierarchichal teams and decision makingHierarchy supporting lone workersMulti-functional teams- To what extent have you reviewed your organisational design to adapt to a remote-first world of work
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Shared valuesThe values and culture of an organisation, and how these are embodied/expressedValues expressed through physical places and artefacts. Pockets of low trustSustain pre-existing relationships and organisational norms using digital channels. Establishing greater trust. Build new relationships and values across digital channels. High trust
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SkillsHow the organisation ensures people have the skills to get work doneFormal learning, classroom and onlineSelf-directed (muddling through)Explicit support for skills needed to work remote - collaboration, managing remote teams. Enable tacit learning. Learning-on-demand.
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RolesHow the organisation resources support for current ways of workingManagement of physical spaces and networksReliance on informal expertise and emerging best practices on remote working practices and toolsMixture of formal and informal roles to support remote practices and tools (coaches, champions networks).
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StrategyHow the organisation plans to deliver its strategic goalsRemote working is seen as an inhibitor to delivery of organisational strategyManagement alive to the possibilities of remote workingRemote working seen as an enabler of organisational strategy
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SpacesThe role physical spaces play for the organisation Office seen as preferred work location, status symbol and proof of lifeRemote working as holding patternOffice seen as cost to be minimised
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Corporate communicationHow the organisation communicates its goals, values and progress to its peopleMulti-directional, comms playing the role of controllersOverwhelming, shift to broadcast New communications architecture designed around remote. Mix of push and pull channels. Comms play the role of curators.
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Organisational communicationHow people within the organisation communicate with one another Implicit communication; synchronous Explicit communication; synchronousWorking out loud; asynchronous
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SupportHow the organisation supports people to use tools and get work doneSupport on a tool-by-tool or process-by-process basisFormal support, some informal channels Single point of contact with peer-to-peer support enabled
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