Dell Technologies chief computer officer found himself reviewing his ideas about the world of work and redefining all his expectations, says Jennifer Saavedra, chief of social media companies. “At first I heard people say, ‘I can’t wait to do this again. That is not the way to go, “says Saavedra.” I’m thinking about the last 18 months. What have we learned? What are some of the key things we want to move forward with? What were some of those challenges or obstacles? How do we create hopes? “
Saavedra sees many “big things”: opportunities for efficiency, profitability, integration, and workplace re-engineering strategies to achieve goals that were previously unimaginable.
For example, more than 25,000 Dell businesses could not meet in one place at a time — except for the group of people, money, and business they support. Like many companies, Dell loved to conduct personal training and leadership events for all business executives, relying on the way and the purpose they share in the meetings would create a sense of responsibility.
The plague changed all that. Suddenly, the directors were unable to meet face-to-face, but everyone could meet, on video platforms such as Zoom. While it was a great opportunity to connect and connect, knowing how to connect more people in specific places was difficult, Saavedra says. “You ‘re not just trying to copy what you did in person or in class.”
Resources for developing skills or adopting new products, which are often offered in groups or in the old days, were moved online to Dell Learning Studio, where people can visit individuals. A group of events, which are now taking place almost entirely, focus on networking and networking. “Instead of having a leadership program or training program, now it is a training or leadership experience,” Saavedra adds. “The change in language reflects the change in structure.”
Dell reconsidered its entire teaching career: for example, self-study programs have grown, and added group training to its 15,000 engineers, in a wide range of career opportunities, to address knowledge gaps and requirements.
Embracing professionalism and culture, together
Redefining the workplace to become self-sufficient requires significant changes in the professional and organizational structure. For the most part, it does not mean to define “work” in this way, which is still based on results, such as productivity, innovation, communication, customer experience, and other great ways of working. But for many employees, this rapid and necessary change ensured that the work environment could be flexible, cohesive, and anonymous and that the work could be done, perhaps even more than before. Their results – the achievement of goals – have dramatically changed times as a first resort.
Deloitte’s global monitoring company calls the new paradigm “published by design.” His research shows that 77% of employees claim to be able to make a profit – or even more – to work from home (although many think they are more profitable about 58% of the time). “Employers need to focus on improving the skills of employees by reducing formal and email meetings and focusing on culture and health,” says Alex Braier, executive director and director of the United States policy, organizational structure. , and changes to Deloitte.
Dell’s writing also highlights changes in performance, including less stress and better communication with peers. For example, more than half of the organizations that launch the “integrated” approach — that is, combined with the integration of office and remote functions into employee systems — report high levels of employee satisfaction and well-being.
While many knowledgeable managers are not comfortable with a distributed work environment because they feel they can effectively manage people when they see them, Braier says that is just a myth. “The staff you see at all times is very small. Working with working tools can help you to collect a lot of data, and you can do much better by understanding how the function works by analyzing the data. “
Managers in the organization can use metadata created on collaborative platforms to see how employees are working and who are being laid off, who are leading meetings and those who are coming. They can monitor whether different groups and interests are represented on all stakeholders, promoting organizational diversity, fairness, and inclusive goals. Adherence to metadata, rather than private practice, makes data mining anonymous, while allowing managers to monitor the health of shared partners.
Friday in Dell – as for most retailers, one of the best-selling days of the year – is always the most stressful in person, and “military chambers” are set up around the world to monitor and take action on what everyone is doing. promoted, with hundreds of workers working day and night. Dell’s chief information officer and chief of information, Jen Felch, says the epidemic forced a major overhaul – moving all dashboards from the central military chambers to the demonstrations of senior members at home, and setting up alerts so as not to miss important details. or the opportunity to take action if they leave.
The change was so successful that even though the company had decided to return a bit to the man it was founded in 2021, it decided to continue the “plague path.” That way, “People can stay home. They can have dinner with their families, “and remain positive,” says Felch.
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This was created by Insights, a regular part of MIT Technology Review. Not written by MIT Technology Review authors.
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