Focusing on changing the way they implement changes of direction, changes in ways of working and changing expectations of what going to work actually means is often regarded as too complex and therefore given less attention. More recently, the term Smart Working has been used to refer to the contributing factors that are changing how and where we work: the adoption of modern working practices made possible by advances in mobile technology, new contractual arrangements, more effective workplace environments and improved support service provision. So why don’t all Smart Working projects automatically include a balanced approach to change? If there is no recognition that implementing Smart Working demands an approach that cuts across all of these silos, then the results will be predictable: objectives become diluted versions of what the blinkered leads interpret for themselves as being desirable and achievable. The most tangible and measurable aspects of Smart Working, namely property rationalisation and technology investment dominate, and the wider intangible objectives – the ones regarded as more difficult to define, measure and report – become side-lined. Yes, the property portfolio overheads are reduced, releasing and redirecting investment to new technology solutions, but adaption to new business practices and the nurturing of a new working culture are absent. If we are all to benefit from advancement of technology and newer, better and smarter ways of working, then people need to be at the heart of Smart Working – and not on the receiving end of diluted outcomes.
Read more on goo.gl/GqK7Ea.