{"id":37339,"date":"2021-06-22T18:00:13","date_gmt":"2021-06-22T17:00:13","guid":{"rendered":"http:\/\/www.turner.nl\/uncategorized\/seven-benefits-of-hybrid-work-and-its-execution\/"},"modified":"2026-09-21T16:30:19","modified_gmt":"2026-09-21T14:30:19","slug":"zeven-voordelen-van-hybride-werken","status":"publish","type":"post","link":"https:\/\/www.turner.nl\/en\/blog-en\/zeven-voordelen-van-hybride-werken\/","title":{"rendered":"De executie van de zeven voordelen van hybride werken"},"content":{"rendered":"\t\t
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Strategy = Execution<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Seven Benefits of Hybrid Work and Its Execution<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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The new hybrid way of working requires leadership to maintain its benefits and avoid reverting to the pre-pandemic approach. Therefore: CHOOSE a new balance. And remember: work is an activity, not a place. Seven benefits of hybrid work that you\u2019ll want to keep post-pandemic. And: the \u201c3 x 33% principle,\u201d or: what to DO and what NOT to DO <\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Throughout the entire pandemic, Turner Jacques Pijl<\/a> asked clients, business partners, and colleagues the same question: \u201cWhat positive elements do you never want to lose post-pandemic? And how are you going to make that happen?\u201d This yielded a wealth of insights that remain relevant today. <\/strong>And that\u2019s no small matter: 90% of organizations know they want to continue working in a hybrid model because the benefits outweigh the drawbacks (customer satisfaction and productivity have increased), but only 11% have a planfor how to do so<\/sup>.<\/p>

It\u2019s a no-brainer that work will look permanently different post-pandemic than it did before. The pandemic has served as a catalyst for years of discussion about the new digital way of working. It\u2019s been one big experiment in innovation. No one wants to go back\u2014there\u2019s plenty of research toprove<\/sup> it.\u00b3<\/sup> Except for some (not necessarily older) executives, driven by outdated notions about how to preserve corporate cultures or by an excessive need for control. But many professionals and executives are concerned that we\u2019re too quick to assume it\u2019s clear which benefits we want to retain and how. Yet those are the truly exciting questions.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Seven benefits we don’t want to lose.<\/b><\/h4><\/div>

The pandemic was a massive experiment and has fundamentally changed the way we work. Spoiler alert: the benefits outweigh the drawbacks. Identify, harvest, and secure those benefits now. Otherwise, you\u2019ll lose them. <\/span>So, execution.<\/b><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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1. Productivity can<\/i> be higher\u2014both directly and indirectly.
<\/b>This is the most obvious elephant in the room that needs to be soberly identified and addressed. Rudi Fransen, Director of Engineering Quality & Continuous Improvement at Bilfinger Tebodin: \u201cIn hindsight, many fundamental issues become crystal clear, and this is one of them: the positive, immediate impact on productivity is undeniable. Thanks to several mutually reinforcing factors\u2014greater focus, fewer disruptions, and less travel time\u2014we can free up a lot of time for our clients and ourselves.\u201d <\/i><\/p>

It\u2019s also possible:A<\/sup> U.S.study\u2074<\/sup> from December 2020 shows that 54% of respondents say most of their work can be done from home. That figure was previously only 20%. The majority say the benefits outweigh the drawbacks. Even motivation is higher. Employees are more likely to meet deadlines (up from 19% to 80%), they are happy to be able to work without interruptions (up from 32% to 68%), and they feel motivated (up from 36% to 64%). <\/p>

Lisette van Breugel, ArboUnie Board of Directors: \u201cThe <\/i>indirecte effect <\/i><\/b>is hugely underestimated: we\u2019re more focused and hold fewer meetings. And switching tasks less often means we don\u2019t have to dig up documents and ideas as often. \u201cHow did that go again? What are we supposed to do now?\u201d This effect is much greater than we think. <\/i>\u201cStrategy Execution consists of day-to-day processes (run) and their improvement, renewal, and innovation (change).\u201d And the productivity benefit applies to both \u201crun\u201d and \u201cchange,\u201d as emphasized by the executives and professionals I spoke with. E-change tools (Zoom, Miro, Mural, Mentimeter, MST, Slack, etc.) have also proven to be a highly effective means of making \u201cchange\u201d more productive. Colleague Tjalle Hoekstra: \u2018 In the past, we used to face a lot of delays just because of the difficulties involved in reserving physical spaces in offices, but that\u2019s no longer an issue\u2014which is ideal. We\u2019ll meet in person at specific times and work flexibly from wherever we want the rest of the time. <\/i>‘.<\/p>

How does all this add up in societal terms? McKinsey argues that the new way of working could even accelerate economicrecovery<\/sup>.\u2075<\/sup> Productivity growth could be one percentage point higher through 2024\u2014twice as much as in the pre-COVID-19 era. But are you saying that productivity could<\/i> actually be higher? Whether that\u2019s the case depends entirely on careful analysis and differentiation by sector, by organization, and even by individual. Otherwise, you\u2019ll soon find yourself talking abouta loss in productivity6<\/sup>. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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2. Innovatie floreert.
<\/b>It is well known that innovation is primarily the result of systematic processes (think, do, think, do) rather than coming up with new ideas every day. Digital work lends itself perfectly to this. <\/p>

Innovation Specialist Tessa Rombouts-van Puijenbroek<\/a>: \u201cI find myself being more creative in workshops because the format imposes certain limits. In Miro, just like on Twitter, you only have forty characters at your disposal. You have to think carefully about what you write. Of course, we want to be able to brainstorm in person again after the pandemic. But let\u2019s also continue to effectively blend these approaches in Innovation. <\/i>.\u201d Her colleague Frits Korthals Altes: \u201cTake strategy sessions, where you spend a day working with a group to develop a new strategic or innovation plan. We preferred to do this in person, over the course of a full day. I\u2019ve learned that it\u2019s also possible to do this in three or four digital sessions of two hours each, with time for elaboration and deeper discussion in between. That\u2019s also easier to schedule than finding a day when absolutely everyone is available.\u2019 <\/i>. <\/span><\/p>

Another colleague: \u2018Interaction during work sessions using tools like Miro\u2014where, as a facilitator, you can do a lot of preparation in advance\u2014works exceptionally well. Working digitally is an Accelerator. <\/i>\u201d. Tessa: \u201c This period has been one big \u201cexperiment\u201d from which we\u2019ve learned an incredible amount of learning. And this is exactly what we mean when we say \u201cInnovation = Execution.\u201d <\/i>\u201d. I previously wrote a post about how toaccelerate<\/sup> external innovation7. <\/span><\/p>

Lisette van Breugel: \u201cWe\u2019re keeping the momentum going and innovating faster\u2014for and with our customers, but also in our management processes. Last March, we were able to set up remote work in just a few days. We\u2019ve maintained that momentum and are now innovating in a different way. Come up with ideas, test them quickly, make adjustments, and test them again. Communication lines have become much shorter, which means there\u2019s a great deal of understanding among customers and employees for \u2018little mistakes\u2019 in the beginning.\u201d I hear examples like this in many places: \u201cHow can you truly shift to output-based management, eliminate leave policies, and remove the backlog of unused vacation days from the balance sheet? As far as I\u2019m concerned, you can work and take time off whenever you want, as long as you meet your objectives. All within reason, of course,\u201d \u201cWe\u2019ve seen that people work hard from home; trust now serves as the starting point for adjusting all kinds of other processes, such as expense report systems, where we want to operate on the basis of random spot checks.\u201d<\/i><\/p>

And there are more opportunities: why not overhaul the biannual performance review circus while we’re at it? Here’s a question of conscience: do you know a single professional who has ever looked forward to his or her performance review? <\/p>

\u201cThe future of fully live? Much less of it, but better quality.\u201d <\/span><\/i><\/b><\/h3>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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3. It is the No. 1 driver of self-organization and self-management.<\/b>
<\/b><\/span>People take responsibility\u2014so give it to them. That, too, is innovation: social and management innovation. It\u2019s clear that there is still a great deal of untapped potential among professionals since the shift from hierarchical, Taylorist organization toward autonomy began (including modern concepts of self-organization and self-management, and even \u201cnested structures and holacracy\u201d). Digital work reinforces self-organization. <\/span> <\/span><\/span><\/p>

Colleague Tjalle Hoekstra<\/a>: \u2018I feel more in control of my own work and experience greater well-being through blended work. And I no longer have to feel like a second-class participant when, unlike other team members, I decide to join a meeting remotely while others chose to attend in person. <\/i>.\u201d The benefits that professionals consistently mention: higher productivity, smooth progress, fewer disruptions\u2014and thus fewer errors and higher quality\u2014as well as greater autonomy over their work, flexibility, and freedom. <\/span><\/p>

Head of Innovation at a major international organization in the energy sector: \u201cWe are convinced that blended work only reinforces the autonomy and self-direction we\u2019re already striving for.\u201d<\/i>And perhaps this is the most important benefit: work becomes more interesting and more fulfilling. Colleague Yanick Mollema: \u201c Don\u2019t forget to build in or take some \u201cunplanned time.\u201d Before all meetings become strictly \u201cbusiness-related,\u201d make sure some are \u201ccasual\u201d as well\u2014that\u2019s where the best unexpected encounters and exchanges of ideas happen. And always do a check-in round at the start of every meeting; otherwise, there\u2019s a good chance you won\u2019t notice if people aren\u2019t fully engaged. <\/i>8<\/sup>.’<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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4. Professionals have a higher level of well-being.<\/b>A business contact commented on this: \u2018<\/span>My husband and I blame ourselves for having bowed to the dictates of corporate culture for years\u2014a culture that demanded we come into the office. Now, after our last meeting at 5:30 p.m., we go for a run and then have dinner with the family\u2014it\u2019s nice and relaxing. Every once in a while, we see each other in person, and those encounters are much more meaningful. <\/i>.” The well-known coach Zeta Yarwood has noticed<\/span>9<\/sup> that the mental health of many of its clients has improved, partly because people can now use the two hours they would have spent commuting in other ways. Professionals are experiencing many benefits they no longer want to give up (see quotes). Grant Thornton, the accounting firm based in England, found that nearly 90% of employees want to continue working from home for the majority of their work time. CEO David Dunckly: \u2018 <\/span>I thought that if the lockdown lasted longer, people would want to go back to the office, but the percentage of people who prefer to work from home has actually gone up a bit<\/i>10<\/sup>.\u2019<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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5. Many people thrive when working digitally. And the organization benefits <\/b>11<\/sup>.<\/b> <\/b>
<\/span>Even before the COVID-19 outbreak, there was a growing awareness that organizational cultures and processes approached the concept of diversity in a way that was far too narrow and one-sided. A necessary understanding of diversity goes beyond gender ratios or the representation of population groups. And it no longer turns a blind eye to the overly dominant extroverted norm. It\u2019s about proper appreciation, equality, and opportunities for diverse personality types: introverts, thinkers, and doers alongside extroverts. An article in <\/span>Het Financieele Dagblad<\/i> by Maartje Laterveer<\/span>12<\/sup> woke me up. She writes about untapped neurodiverse talent, suppressed by the \u201ccorporate straitjacket\u201d and the extroverted norm. Laterveer advocates for opportunities and recognition for people with certain neurological characteristics (such as those on the autism spectrum). Certain team activities that extroverts view as preserving the culture are, for others, a weekly or monthly ordeal they dread. <\/span> <\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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6. This directly promotes sustainability.<\/b>
<\/b><\/span>A direct result of fewer physical trips and less travel time is less strain on the environment. A client: \u201c <\/span>We will schedule live work hours from 10:00 a.m. to 2:00 p.m. and on fewer days. We will schedule live work to avoid peak traffic times. <\/i>.\u201d How do you align that? \u201c<\/span>Simple<\/i>,\u201d he says, \u201c<\/span>by thinking and working in weekly blocks\u2014think of Monday as laundry day, Wednesday as meatball day. For example: Tuesday and Thursday are live days. Two\u2014not three again, right? <\/i>\u201d. A COO I spoke with quantified the effects and concluded that the sustainability benefits are sustainable. <\/span><\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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7. Work is primarily an activity, nota place. <\/span>
<\/b>New and virtual ways of working\u2014but this time for real. A great deal of time and money has been spent on projects to implement new and virtual ways of working. Now it\u2019s time to go full steam ahead with implementation. Checklist: office square meters, office furnishings, lease agreements, etc. Major employers are set to cut back on office space after the pandemic. A few examples\u00b9\u00b3,\u00b9\u2074: Accenture (-20\u201330%), Capgemini (-50%), Arcadis (-30%), Essent (-15%), PostNL (-10\u201320%). Reducing office space therefore seems obvious. What\u2019s interesting is what you do and where you do it. Pauline Bieringa of Triodos and Bas van der Veldt of AFAS no longer seem to view this as a dilemma: you work from home, they said on Nieuwsuur. Also interesting is how you use the remaining workspace. The general consensus: it\u2019s for collaboration and team cohesion\u2014and for those people who simply can\u2019t concentrate while working from home. That calls for a redefined vision of work. <\/span><\/p>

Putting the Seven Benefits of Hybrid Work into Practice: The 3×33% Principle and What to DO <\/strong>and what NOT to do.<\/strong><\/h4>

From the discussions and based on an analysis of the most important studies and articles, the 3×33% principle clearly emerges, along with a number of guidelines on what to do and what not to do during implementation. See Figure 1: The art of hybrid work lies in a carefully considered blend of 33% in-person, 33% digital, and 33% blended work. The key is to have a well-defined vision and to apply it in a decentralized, customized manner. My colleagues Annelieke van Schie<\/a>, Martijn Babeliowsky<\/a>, Yanick Mollema<\/a>, and Alex Crezee<\/a> have called this an \u201calignment framework\u201d for our organization, Turner: on the one hand, a concrete vision; on the other, plenty of flexibility for each team to apply it as they see fit. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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