ჰიბრიდული ოპერაციები

The revision of corporate culture, values and norms is the
logical first step when going hybrid to mitigate the risk of
having two parallel cultures and routines. The review of
current main components of culture should involve the
entire organization.

An online culture survey validated by appreciative inquiry
interviews and focus groups is a good starting point. But
culture change does not lead with words, it leads with
action.

People do not change their beliefs by speaking about it,
they need to experience the change to believe and feel it.

The new culture should provide cohesion and belonging,
whether your employees are working remotely, or in your
offices.

Collaboration and communication are typically the Achilles
heel of organizations. The risks are multiplicated in remote
and hybrid organizations. It might even cause deep
fractions if there is no effort to prevent it.

You have to improve the communication and collaboration
within teams and between departments, since silo thinking
might get a boost with the changes.

Team cohesion programs are essential to strengthen collaboration, Team Sociomapping is a great tool to assess and improve the communication and collaboration of important teams.

The hybrid operation requires special competencies from
both managers and staff. Your colleagues are trained to
adapt well to the new way of working with online and
offline courses.

The training programs about how to lead remote workers
and hybrid teams provide the proper tool-set for the main
challenges of leaders for motivation, control and
supervision.

The Effective home office worker training series equips
the colleagues with all skills and techniques that can boost
personal productivity when working from home
or remotely.