The next five years will bear witness to the profound and lasting changes that the pandemic is bringing to our working habits. For the company, this means rethinking, even totally call into question, all its interactive processes with its stakeholders (customers, suppliers and employees), while preserving the most precious part of its identity: its raison d’ĂȘtre (which defines its production objectives), its ability to observe and welcome changes in its environment (in order to draw up a strategy) and, above all, its propensity to look after the development of its employees, the lifeblood of its own performance (who support, respond to and fit into its specifications).
On this last point, its challenges are unprecedented, for they are not ONLY technological, nor are they ONLY a matter of individual motivation… they have become hybrid, organic and no longer content to mark a breakthrough with one change: they are the hallmark of an ongoing transformation, a genuine mutation that is, moreover, accelerating all the time… disruptive is all the time, everywhere, for everyone!
However, certain features of our humanity remain unchanged: our rituals. They provide the informal elements of our reassurance, nourishing the bedrock of our stability because they are a means of expressing signs of recognition, a source of belonging, and therefore of loyalty.
If it wants to keep up with the times, the company will have to materialize the intangible criteria that bring men and women together to carry out a project, and thus demonstrate that it embodies the intangible values of its stakeholders.
This is what is at stake in the digitalization of the world of work, which is not just a technological gamble, as it carries with it the hopes of cohesion that we must preserve at a time when remote working is imposing itself as a new norm that we will have to reckon with.
