Strategy = Execution

Seven Benefits of Hybrid Work and Its Execution

The new hybrid work model necessitates conscious efforts to retain its benefits and avoid reverting to pre-pandemic practices. Therefore, consciously choose a new balance. And remember: work is an activity, not a place. Seven advantages of hybrid working that you want to maintain post-pandemic. Plus, the '3 x 33% principle', or: what TO DO and what NOT TO DO.

During the entire pandemic period, Turner Jacques Pijl asked clients, relations, and colleagues the same question: ‘What positive elements do you never want to lose post-pandemic? And how are you going to do that?’ This yielded a wealth of insights that are still relevant today. This is critical, as 90% of organizations recognize the desire to continue hybrid work due to its benefits outweighing the drawbacks (customer satisfaction and productivity have increased), but only 11% have a concrete plan on how to do so2.

The post-pandemic work landscape will irrefutably differ from its predecessor – a no-brainer. The pandemic acted as a catalyst for years of discussion about new digital working norms. It was a massive innovation experiment. No one wants a return to the past, as numerous studies have shown3. Except perhaps some (not necessarily older) managers, clinging to outdated notions about preserving culture or from a need for excessive control. However, many professionals and executives worry that we’re too complacent in understanding which benefits to retain and how. Those are the truly intriguing questions.

Seven benefits we can’t afford to lose.

The pandemic was a massive experiment that fundamentally altered our work habits. Spoiler alert: the benefits outweigh the drawbacks. Identify, reap, and secure these benefits now, or they’ll be lost. Execution is key.

1. Productivity can be higher, both directly and indirectly.
This is the most apparent elephant in the room that needs sober identification and harvesting. Rudi Fransen, director of Engineering Quality & Continuous Improvement at Bilfinger Tebodin, remarks: ‘In retrospect, many fundamental issues become crystal clear, and this is one: the positive direct effect on productivity is undeniable. A combination of factors – increased focus, fewer disruptions, and less commute time – can free up significant time for our clients and ourselves.’

Indeed, American research4 from December 2020 indicates that 54% of respondents believe that the majority of their work can be done from home, up from just 20% previously. The majority claim the benefits outweigh the drawbacks. Even motivation is higher. Employees are hitting deadlines easier (from 19% to 80%), enjoying undisturbed work (from 32% to 68%), and feeling more motivated (from 36% to 64%).

Lisette van Breugel, Board of Directors at ArboUnie, comments: “The indirect effect is vastly underestimated: we’re focusing more and meeting less. And less switching means less recalling of documents and thoughts. What was it again, and what are we doing now? This effect is larger than we think.”

Strategy execution consists of daily processes (run) and improving, renewing, and innovating them (change). And the productivity advantage applies to both run and change, as emphasized by leaders and professionals I’ve spoken with. E-change tools (Zoom, Miro, Mural, Mentimeter, MST, Slack, etc.) also prove to be very effective in making change more productive.

Colleague Tjalle Hoekstra shares: “Previously, we experienced delays merely due to the reservation issues of physical spaces in offices, which are now gone, ideal. We will meet live at specific moments and work flexibly from wherever else we desire.’

What’s the cumulative societal impact? McKinsey suggests that the new way of working could even accelerate economic recovery5. Productivity growth could reach one percentage point higher by 2024, double that of the pre-Covid-19 era. But is it true that productivity can be higher? It all depends on thoughtful consideration and differentiation per sector, organization, and even individual. Without such consideration, we risk talking about productivity loss6.

2. Innovation thrives.
It’s well-understood that innovation arises from systematic processes (think, act, think, act) rather than from daily bursts of new ideas. Digital work is ideally suited for this.

Innovation expert Tessa Rombouts-van Puijenbroek experiences more creativity in workshops due to limitations in form. “In Miro, like Twitter, you only have a limited number of characters. You must consider carefully what you write. Of course, post-pandemic, we want to brainstorm live again. But let’s also keep blending effectively in innovation.”

Frits Korthals Altes: “Consider off-site sessions where you spend a day with a group to devise a new strategic or innovation plan. We used to prefer doing these physically for a full day. I’ve learned that it can also be done in three or four digital blocks of two hours each, with elaboration and deep-diving in between. It’s also easier to schedule than finding a day when everyone can truly attend.”

Lotte Dragt, says: “The interaction in work sessions with tools like Miro, where a lot can be prepared in advance as a facilitator, works extremely well. Digital working is an accelerator.” Tessa adds: “This period has been one massive ‘experiment’ from which we’ve learned an immense amount. And this is precisely what we mean when we say ‘Innovation equals Execution.’ I previously wrote a post on how to speed up external innovation now7.

Lisette van Breugel: “We’re keeping the momentum going and innovating more rapidly, both with and for our clients, and within the management process. Last March, online working was arranged in a few days. We’ve maintained the momentum and are now innovating in a different way. Conceptualize, test quickly, adjust, and try again. Communication lines have become much shorter, creating greater understanding for initial ‘mistakes’ among clients and staff.”

I hear such examples everywhere: “How do you pivot to output-related management, eliminate leave policies, and remove the backlog of vacation days from the balance sheet? For me, you can work and take time off whenever you want, as long as you meet your goals—within reason, of course. We’ve experienced that hard work is being done from home, and this trust now serves as a basis for adjusting all sorts of other processes, including in expense systems where we want to work on a sampling basis. And there are more opportunities: why not revolutionize the semi-annual performance review circus? A question of conscience: do you know any professional who ever looked forward to their performance review?

“The future of fully live? Much less, but better.”

3. It’s the number one lever for self-organization and control.
People take responsibility, so give it to them. That’s innovation too: social and management innovation. It’s clear that there’s still a lot of untapped potential in professionals since the shift from hierarchical, Taylorist organization to autonomy began (including modern concepts of self-organization and control, and even ‘nested structures and holacracy’). Digital work strengthens self-organization.

Colleague Tjalle Hoekstra: “I experience more self-regulation and well-being through blended working. And I no longer have to feel less of a participant if I choose to join a meeting digitally, whereas other team members opt for a live meeting.” The advantages that professionals repeatedly mention: higher productivity, smooth progress, fewer disruptions, and thus fewer errors and higher quality, more self-regulation over work, flexibility, freedom.

The head of innovation of a large international organization in the energy sector: “We are convinced that blended working only serves to honor the autonomy and self-direction that we already aim for.” And perhaps this is the most important benefit: work becomes more interesting and better.

Colleague Yanick Mollema: “Don’t forget to include or take ‘serendipity time.’ Before all encounters become ‘purposeful’ instead of ‘casual,’ where beautiful unexpected meetings and idea exchanges occur. And always do a check-in round at every meeting; there’s a good chance you otherwise won’t notice if people are not fully present8.”

4. The well-being of professionals is higher.
A business relation says: “My husband and I regret that for years we succumbed to the tyranny of corporate culture, which dictated that we come to the office. Now, after the last meeting at 5:30 pm, we go for a run and then have dinner with the family, relaxing. Every so often, you see each other live, and the quality of those meetings is then higher.” Noted coach Zeta Yarwood has observed9 that the mental health of many of her clients has improved, partly because people can use two hours of commute time differently. Professionals are experiencing many advantages that they do not want to lose (see quotes). Grant Thornton, the accounting organization from England, discovered that nearly 90% of employees want to continue working from home for the majority of their working time. CEO David Dunckly: “I thought that if the lockdown lasted longer, people would want to return to the office, but the percentage wanting to work mainly from home has even increased10.”

5. A large portion of personalities thrives in digital working. And the organization benefits11
Before the outbreak of Covid-19, there was already a growing awareness that organizational cultures and processes addressed the concept of diversity in too narrow and one-sided a manner. A necessary understanding of diversity extends beyond the ratios of men to women or the representation of demographic groups. It also stops being blind to the prevalent extroverted norm that dominates excessively. It’s about proper appreciation, equality, and opportunities for a variety of personality types: introverts, thinkers, and finishers alongside extroverts. An article by Maartje Laterveer12 in Het Financieele Dagblad awakened me. She writes about the untapped neurodiverse talent, suppressed by the ‘corporate armor’ and extroverted norm. Laterveer advocates for opportunities and recognition for people with certain neurological characteristics (such as those on the autistic spectrum). Team activities seen by extroverts as maintaining culture are, for others, a weekly or monthly ordeal they dread.

6. Sustainability directly benefits.
A direct result of fewer physical movements and less travel time is reduced environmental impact. A client states: “We will plan live work hours from 10:00 to 14:00 on fewer days, scheduling around peak traffic times.” How do you align that? “Simply,” he says, “by thinking and working in weekly blocks, like ‘Monday washday, Wednesday minced meat day’. For instance: Tuesday and Thursday could be live days. Two, not the former three.” A COO I spoke with has calculated the effects and concluded that the sustainability benefits are sustainable.

7. Work is primarily an activity, not a place.
It’s about new and virtual work, but now for real. Considerable time and money have been spent on projects to make new and virtual work possible. Now it’s time to go full throttle on execution. Checklist: office square meters, office furnishings, lease contracts, etc. Major employers are set to reduce office space post-Corona. Examples include Accenture (-20-30%), Capgemini (-50%), Arcadis (-30%), Essent (-15%), PostNL (-10-20%). Hence, the reduction in office space seems evident. It’s interesting to consider what is done where. Pauline Bieringa of Triodos and Bas van der Veldt of AFAS no longer seem to see it as a dilemma: you work from home, they said on Nieuwsuur. Also of interest is how remaining workspace is utilized. The trend: for encounters and cohesion and for those who cannot concentrate at home. This calls for a revised vision of work.

The execution of the seven benefits of hybrid working: the 3×33% principle and what TO DO and what NOT TO DO.

From discussions and analysis of key studies and articles, the 3×33% principle clearly emerges, along with a number of guidelines on what to do and what not to do in execution. See Figure 1: The art of hybrid work is a thoughtful blend of 33% live, 33% digital, and 33% blended work. The trick is to have a well-developed vision and apply it decentrally, customized for each situation. My colleagues Annelieke van Schie, Martijn Babeliowsky, Yanick Mollema, and Alex Crezee call this an ‘alignment framework’ for our organization, Turner: on the one hand, a concrete vision, and on the other, ample scope for application per team.

Figure 1: The art of hybrid work is a thoughtful blend of 33% live, 33% digital, and 33% blended work.


  1. Have a developed vision and decentralize its application. Then, choose a new equilibrium, identifying three forms and structuring all three: (1) fully digital 33%, (2) blended live-digital 33%, and (3) fully live 33%. However, it starts with a vision of work in the broadest sense, within the context of the strategy. Important for blended sessions: these are seen as the most challenging because IT does not always provide adequate support, and they are difficult to manage. But don’t be a ‘Don Quixote’; they will become very common. Normalize it. And as a leader, ensure that someone participating digitally instead of live never feels like a ‘B-participant’, even if they are the only one in the meeting. Moreover, the ‘all live’ format is not even feasible organization-wide anymore, as the office is no longer designed for it. That is not necessary.
  2. Make it as simple as possible: choose fixed ‘default, unless’ days for live meetings. For example: Monday and Thursday. This prevents someone from having to come to the office on a Tuesday for a single meeting because one manager decided they ‘want the team together’. Or two Fridays a month for organizations like consultants who mainly work at clients or from home for clients during the week. Choose a simple but not dogmatic structure (‘you own the structure, not the other way around’). And/or fixed activities, such as half of the trainings or periodic team and company meetings. If you don’t think it through, the coordination burden within teams becomes enormous: ‘how do we do it next week?’.
  3. Decentralize and differentiate where necessary. At every level of work: teams, projects, departments, organization, internally versus with clients. And by sector and type of organization. Live will remain the norm in production environments. And for knowledge workers, digital. By personality types, by individual. Tsedal Neeley, a professor at Harvard Business School, emphasizes in an interview with McKinsey’s Eleni Kostopoulos the importance of personal differentiation. Cognitive trust can be built digitally (‘I see your CV and hear you speak, you can do this’), emotional trust requires time and proximity (‘I know you look out for me and care for me’). Emotional trust needs time and proximity and varies from person to person, (2) where one employee may always want to attend digital meetings from home, another might prefer to go to the office to work. And then participate digitally from there. Ask people what they need. And be pragmatic: not everything is possible.
  4. Experiment purposefully with what is important and difficult, ‘get it right.’ Normalize rather than dramatize. Tjalle Hoekstra: “I see the biggest challenges in multidisciplinary meetings. For us, the added value of being at a client’s site is that you can meet everyone and get a feel of the atmosphere in the cafeteria, not just of your client but especially the internal audits department. Or in our own organization, that spontaneous cross-connections occur, which are not formally organized. When fixed days are introduced where one team is on-site one day and another team at another time, you lose these spontaneous crossovers.” Experimenting is key. The biggest issues lie ahead of us. Not behind us. Also experiment in controversial processes. Like in recruitment & selection. Many conversations with candidates, not all, also seem to be possible digitally.
  5. Choose and create new habitual behaviors. If you don’t decide within a short time (more like weeks than months) what the new balance looks like and what behavior and language belong to it, it’s too late.
  6. Meet less. Always a good rule. Blessed is the organization where everyone does what he/she must do and is not dependent on meetings to make progress or feel good.
  7. Ensure that (ICT) tools make digital working seamlessly possible. All applications must be available at the home workplace. This is in the top 10 of ‘satisfiers’. Everything else can fall apart if it’s not arranged. The 33% blended will be a disaster if IT does not support seamlessly.
  8. Anchor digital working as the new equilibrium in all HR processes and contracts.
  9. Further implications: a completely new way of working emerges. Think through the implications for caring for each other, horizontally as ‘peers’, and in governance and leadership. And anchor the new balance in leadership processes and (exemplary) behavior. This requires discipline. Mixed signals arise quickly, for example, if as a manager you emphasize how important a new balance is at one moment but then call your team together live the next moment because it feels nicer. Including details: the term ‘out-of-office’ no longer covers the load. Unless we have embraced that office has become a different concept.
  10. Mark the transition to the new situation. This affects everyone to the core of their daily work experience. Think it through together but also mark the new way of working. Even if it seems to emerge silently.



  1. Do not let the disadvantages be a reason not to reap the benefits. The benefits are greater than the disadvantages.
  2. Do not fall into the trap of thinking that a vision and structure are incompatible with flexibility and customization. How are they not incompatible? A clear vision and structure provide direction for what we can expect from each other and how. It prevents inadvertently reverting back to the old ways or getting lost in the new ways, so we no longer meet. A differentiated approach combined with high autonomy ensures that it is sensibly customized for each part of the organization. There are groups of professionals for whom the limits of digital work have not yet been reached, and groups of employees who need to come together more live. Do not just watch and let it go. Otherwise, the ‘articulate minority’ quickly wins, and you lose all the advantages. Culture specialist Edward Schein18 says about this: if you do nothing in the face of significant change, the new culture will set itself, but seldom as you wish. This also involves the small things, like defaulting to live meetings when making appointments. I would default to digital. You must ‘oversteer to end up right.’
  3. Do not accumulate false productivity, with a devastating effect on well-being. Digital work can develop into a ‘fragmentation bomb’, a chaotic ‘layer cake’ of work. The nightmare scenario19 is that of an Asian IT company where, during the pandemic, the number of hours worked increased by 30%, of which 18% outside working hours, but without a significant increase in productivity. In the end, productivity there decreased by 20%, and probably well-being even more. Take control to focus. By blocking time for ‘deep work’ that must be carried out undisturbed for longer periods. You really need to think about how to organize the new way of working. At Turner, we use a principled and practical work arrangement: all time from Monday to Thursday is for clients, internal activities take place on Friday or at the edges of the day.
  4. Avoid going to extremes. You want digital and live collaboration to be well-balanced. The fixed ‘all live’ moments you choose become only more important. For cohesion and results. Esther Timmer, responsible for HR at Turner: ‘The live moments that you then have, become truly distinctive. Fewer, but better.’
  5. Do not work undifferentiated. Not every process is equally suited for exclusively digital work. Think of sales processes, network development, and key moments in tender processes. Sales (in the private sector) and service provision (in the public sector) are the lifeline and raison d’être for every organization. Another example is (change) projects. And the key moments therein at the beginning, breakthroughs in complex analyses, decision-making, monthly progress, and assurance. But also, innovation requires sufficient live moments. Various components of innovative processes strongly depend on live interaction. Finally: HR processes such as selection, onboarding, and coaching of young people you also want to do partly live.
  6. Do not allow polarization. You do not want a ‘digital versus live’ tribal fight. There is a group that, for various reasons, wants to work live or in the office more than others. The most important thing is that this group does not hijack the discussion with arguments that are almost impossible to counter. And vice versa. ‘The danger is that the positive tenor about working from home hides that a group of people is actually worse off,’ says Professor Frederik Anseel. Such as young mothers, who still bear a relatively large part of the care responsibility.
  7. Thinking that informal meetings cannot be blended. And, for example, declaring the Friday afternoon drink again as ‘important or culturally obligatory’. Think of neurodiversity: for some good and social professionals, it is certainly no pleasure.
  8. Do not centralize the means. Choose them carefully to strengthen the strategy. Innovation equals Execution.


“I am more productive, faster, have more control, freedom, and well-being, and also work well together. ‘We adhere to agreements better and have fewer backlogs.”


“The starting point has become: what is needed at which moment, what do you need for your goal, instead of does that fit into the day’s schedule, at what location are you. This makes you more flexible towards the customer, but also towards yourself and your colleagues.”


“We have become too dependent on live meetings and teamwork, under the pretext that teamwork is so important, try objecting then. We need to move back to a culture where everyone does what he or she needs to do as a whole. With meetings as the exception rather than the rule under the guise of collaboration.”


“Goal and form align better, not everything needs to be live. “I’ve actually become more creative. Using Miro has made generating ideas or conducting workshops more effective.”


“The future of fully live? Much less frequent, but much better.”


“You hear people wanting to go back to the old ways as soon as possible; speak for yourself.”


“I can pick up my child early, just that alone. And sit at the dinner table with the whole family at six instead of spending another hour and a half in traffic. Why are we only doing this now?”


“Communication has become easier. We have shorter meetings. We find each other faster, and online can indeed be personal. You can also take a virtual walk, everyone walks, just not in the same forest.”


“Introverts are better accommodated, and what a difference it makes.”

Also read:

Never Waste a Good Crisis (Dutch)21

Blog: Strategy = Execution, truer than ever in times of hyper-crisis22



  1. Professor Gino studies how people can have more productive, creative and fulfilling lives. She is a professor at Harvard Business School and the author of ‘Rebel Talent: Why it Pays to Break the Rules in Work and Life.’
  2. McKinsey: What executives are saying about the future of hybrid work.
  3. Cap Gemini, Deloitte, BCG, PWC
  4. Pew Research Center, December 2020, ‘How the Coronavirus Outbreak Has – and Hasn’t – Changed the Way Americans Work’.
  5. McKinsey: Will Productivity and Growth Return Activity
  6. Various articles and sources on productivity loss in digital work: (1) and (2)
  7. Strategy = Execution now more than ever.
  8. Jeroen Busscher; Management becomes a much more enjoyable profession (in Leidinggeven in de hybride organisatie, Dutch book).
  9. Zeta Yarwood: Impact of working from home
  10. Financial Times: Most UK staff want to stay away from office afte pandemic.
  11. NRC: Floreren in de lockdown
  12. FD, anders dan anderen maar niemand die het ziet.
  13. NOS: Large employers to cut office space after corona (Dutch article)
  14. Nieuwsuur (Dutch Artice)
  15. McKinsey’s Eleni Kostopoulos chats with Tsedal Neeley, the Naylor Fitzhugh Professor of Business Administration at the Harvard Business School, about her book Remote Work Revolution: Succeeding from Anywhere (Harper Business, 2021)
  16. HBR: Covid killed the traditional workplace.
  17. Resist Old Routines When Returning to the Office, Vijay Govindarajan, Anup Srivastava, Thomas Grisold, Adrian Klammer, HBR.
  18. The Company Culture as the Soul of the Enterprise, The Sense and Nonsense of Cultural Change, E.H. Schein, 2000
  19. Work from Home & Productivity: Evidence from Personnel & Analytics Data on IT Professionals, Michael Gibbs, Friederike Mengel, Christoph Siemroth.
  20. The K-shaped Home Work Pattern, Frederik Anseel, Professor of management at the University of New South Wales in Sydney.
  21. Never Waste a Good Crisis (Dutch)
  22. Blog: Strategy = Execution, truer than ever in times of hyper-crisis

Strategy = Execution. Improve, Renew and Innovate Faster

How can organizations make strategy execution their number one priority? And improve, renew and innovate faster? This I describe in my book Strategy = Execution. Strategy = execution is based on the research that Turner started years ago into the success factors of strategy execution and innovation. We interviewed 60 directors and professionals and analyzed more than 75 cases, 300 relevant books and articles.

  • More about Jacques Pijl (author) and Turner Consultancy.
  • The most popular interventions based on Strategy = Execution
  • 24 endorsements from organizational leaders
  • American management book of the year 2021, no. 1 in the category of strategic management, in the top 100 bestseller, seventh edition, translated into: English, German, Spanish, Russian and Bahasa.
  • Selection of the most important management books according to CEOs of innovative organizations (FD New Champions). Included in library of classics (
  • Nominated for Management Book of the Year.
  • Countless articles and interviews in FD, Emerce, Frankwatching and CFO.
  • Numerous Ted Talks and in-company workshops at the top 25-50 organizations, average rating 8.7.
  • More about Jacques Pijl (author) and Turner Consultancy
  • The most popular interventions based on Strategy = Execution
  • 24 endorsements from organizational leaders
  • American management book of the year 2021, no. 1 in the category of strategic management, in the top 100 bestseller, seventh edition, translated into: English, German, Spanish, Russian and Indonesian.
  • Selection of the most important management books according to CEOs of innovative organizations (FD New Champions). Included in library of classics (
  • Nominated for Management Book of the Year.
  • Countless articles and interviews in FD, Emerce, Frankwatching and CFO.
  • Numerous Ted Talks and in-company workshops at the top 25-50 organizations, average rating 8.7.

Interested in learning more about what Turner Strategy = Execution can do for your organization? Please fill out the form and we will contact you as soon as possible.

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