What can I say, the next few weeks were pure stress, because all the meetings, which were previously held locally and often hybrid, were now virtualized, which led to many additional hours of work. In the course of that week, my company decided to stop all non-essential business trips and let me work exclusively from my home office. And this in planned meetings, which was perhaps previously easily clarified across the desk. Being one of the few “local” colleagues not to be on site, as expected, led to a lot of more time being spent for work, as now much had to be done via team video call. So I thought it would be appropriate not to endanger my colleagues in the project and planned one week of remote work. On March 2nd I did not go to North Rhine-Westphalia like every week before, because I had cold symptoms and since a few weeks the corona virus was on everyone’s lips, also in our program. People and companies who do not learn and adapt from this crisis and only want to return to a supposed old normality will fail in the future. The article wants to give some hints which experiences we should in any case take with us into the “new normality” and thus firmly anchor them in our way of working. Nevertheless, I will try to formulate some future prognoses on this subject already now.
This contribution is accompanied by a survey on some hypotheses on the future of leadership especially under the aspect of distributed work in order to support or reject these hypotheses. Special attention is paid to the changes in governance, working methods and perception of hierarchy in the company. The article examines how working in programs has changed due to the exclusively virtual way of working.
0 kommentar(er)
