Organizational Change Management and the Return to Work

The very nature of work has changed. With much of the workforce now working remotely, the way we interact with and engage our colleagues, partners, and customers has fundamentally changed. Many organizations in both the public and private sphere have come to realize that traditional ways of working need to be changed to keep up with factors outside of their control. What started as temporary fixes increasingly look like medium- to long-term changes.

Organizational or departmental customs (like physical team meetings or senior management committee forums) have been replaced by virtual platforms. Traditional leaders or project managers who required physical presence and meetings have been forced to rethink their rules of engagement as a matter of necessity.

For some companies, technology for collaboration and communication used to be an enabling capability. Today, such technology is no longer just an enabler, but a critical capability without which an organization simply cannot function. Ineffective systems that cause a small loss of productivity will compound and add up to potentially massive organizational efficiency losses.

Even the type of work we perform is likely to have changed as companies pivot their business models and strategies to accommodate the changing market environment. As players across industries change the way they design, test, source, manufacture, market, sell, and service their products, organizations must pivot their structure and processes to align where necessary.