For a long time, the main measure of business success has been productivity, a parameter that in the face of the interruptions associated with the COVID - 19 and ongoing crises has lost consistency and others have become success factors.
It is also a question of understanding what is meant by productivity.
But times have changed and with the new forms and remote work, productivity means keeping individuals physically isolated and focused on their work, in the time they have available.
Based on these new needs, 451 Research, a New York City-based technology research firm, has proposed a three-part work management structure that demonstrates how the 3 A - agility, autonomy and alignment - can help companies cope with rapid change in the world of work.
These 3 A are particularly relevant when it comes to optimising productivity in times of crisis, especially today.
Digital transformation requires companies to be operationally agile. They have been facing changes and new needs for some years now and the COVID-19 crisis has accelerated the demand. Under such unstable conditions, companies need to be able to respond quickly to priorities and demands from their customers. Agility in the company is not activated at the flick of a switch: it requires capacity, flexibility and speed and to assimilate them you need to find a good coach agility. Attending a course helps people and teams to grasp the right Agile Mindset and implement it by choosing the Agile methodology best suited to their company, to move from one priority to another and complete tasks on time.
Operational agility requires employees to work independently and this requires that they are given the confidence to work freely and productively and inevitably more responsibly. It is a change that requires strong organizational skills, goal and result orientation, problem solving and concentration, otherwise you run the risk of being absorbed by everyday practices or waiting for orders "from above".
But this concession must be supported by the right information, customizable technology and clear leadership. Any technology chosen by the company must be easy to use for all team members and requires that they are given the confidence to work freely and productively and inevitably more responsibly.
George Labovitz defines alignment as "that optimal state in which strategy, employees, customers and key processes work together to support growth and increase profits".
(George Labovitz e Victor Rosansky, The Power of Alignment, Wiley 1997).
Alignment is one of the fundamental foundations on which to build lasting business success. In these new forms of fragmented and dislocated work the danger is that this alignment will be lost. If people work independently, there is a need for controls and structures to ensure that they work in line with the company's strategy, departmental objectives, compliance requirements and other business imperatives.
Alignment is transparency, a way to ensure that people can see how their work relates to the goals to be achieved.
That's why using collaborative platforms, which provide cross-departmental visibility across the organization, will allow team members, wherever they are working, to see how their work relates to business objectives and impacts results.
eTEAM responds to these characteristics because it is a collaborative technology, accessible from anywhere with a simple internet connection and the necessary privileges to operate. It integrates with business systems and processes and has a scalable modularity.
It is used with satisfaction and success by companies of all sizes and expresses the maximum of its potential in those organizations that need to govern and remotely monitor workflows related to all communication activities.
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