Redesigning How We Work

We now know the postpandemic transition will take years. Leaders should acknowledge that—and start making plans for how to cope.

by

Lynda Gratton

by

Lynda Gratton

From the Magazine (March–April 2023) · Long read

Skizzomat

Summary.

Many of us assumed that by now, years into the pandemic, we’d have settled on new structures, practices, and processes for hybrid work. But we haven’t. Instead most companies are stuck in a transitional phase, where little is resolved. Why is it taking us so long to work this out? Because, the author writes, the new world of hybrid work isn’t simply about determining whether everybody should come back full-time to the office. It’s also forcing us to test long-held assumptions about how work should be done and what it even is.

The changes to workplace practices and norms that we’re contemplating could be more significant than anything that’s happened in generations, Gratton writes, and we may need years to fully sort things out. So it’s time for leaders to start thinking differently about the problem and approach it just as they would any other major change in how they do business—by asking tough questions and learning deeply. Gratton surveys recent research on the pros and cons of hybrid work and offers leaders some fundamental questions they can use to guide their organizations into this new phase of redesigning how we work.

Idea in Brief

The Problem

More than three years into the pandemic era, many companies have yet to settle on new structures, practices, and processes for hybrid work. The transition is harder than they expected it would be, and it’s taking longer.

The Explanation

It has been so hard and so lengthy because so much is at stake. Adapting to hybrid work is forcing everyone to test long-held assumptions about how work should be done and even what it is.

The Reckoning

It’s time to start thinking differently about this problem, which will take years to work out. Leaders need to approach it just as they would any other major alteration in how they do business—by asking tough questions and learning from the answers.

Two years ago, as much of the world was gradually emerging from lockdown, I argued in an HBR article (“How to Do Hybrid Right,” May–June 2021) that we had a once-in-a-lifetime opportunity to adopt a new hybrid model for work—one that, if embraced properly, could benefit all of us.

A version of this article appeared in the March–April 2023 issue of Harvard Business Review.

Lynda Gratton is a professor of management practice at London Business School and the founder of HSM Advisory, the future-of-work research consultancy. Her most recent book is Redesigning Work: How to Transform Your Organization and Make Hybrid Work for Everyone (Penguin Business, 2022).

Redesigning How We Work

Idea in Brief

The Problem

The Explanation

The Reckoning

Partner Center

Explore HBR

HBR Store

About HBR

Manage My Account

Follow HBR