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If companies had faces, the months of lockdown would show a decades worth of age.
But as they say, with age (and wrinkles) comes wisdom.
Weve written at length abouthow businesses have respondedto the global crisis.
Now the question were asking ourselves is: What will this change in the long run?
Increasingly, it seems like the former.
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Were all learningand unlearningnew ways of working, and these three trends will likely shape the future of work.
Whereas once companies were hyper-focused on scale and growth, many have shifted their attention to fast adaptation.
Many Slack customers flexed the agility muscle during the pandemic.
The new system allowed its journalists to transition to remote work without needing to use a VPN.
We already had a live Slack instance, and the scalability was ready.
We didnt need to do much apart from really just put people on it.
The bank was using Slack in its product development team before the pandemic.
We already had a live Slack instance, and the scalability was ready.
We didnt need to do much apart from really just put people on it, he says.
Such rapid mobilization will likely have lasting cultural effects too.
Newham was astonished to see whats possible when a company is forced to respond rapidly.
This is especially true at fast-paced news organizations.
For instance, we had a meeting-heavy culture, and we really want to cut back on that.
I used to go into the office really early and leave mid-afternoon, she says.
Now homeschooling takes priority first thing in the morning.
Its obvious now that were not all working at the same time.
We have to work out how we can make progress asynchronously.
For instance, we had a meeting-heavy culture, and we really want to cut back on that.
Weve got lots of different working patterns, which were showing is achievable and hopefully sustainable, she says.
Templeton thinks the pandemic is forcing companies to re-examine their goals altogether.
Prior to COVID-19, HSBC used what Newham describes as a classic model for employee communications: email.
Now the banks communications team uses Slack channels for most of its announcements.
Not all communication needs to be (or should be) formal.
Panelists agreed on the importance of scheduling more frequent check-ins with individuals and teams.
At the FT, managers have buffered in more time during meetings for non-work chat.
So now well just take a bit more time to talk about whats happening in peoples lives.
Another key to unlocking fluid communication is simply being accessible.
It has really changed how we work.
A catalyst for change
For most companies, none of these trends are completely new.
The pandemic has catalyzed changes that were already underway, Williams says.
This article was originally published onSlacks blogby Sara Yin.
you could read ithere.
