Are you ready to lead your teams into a new, effective work culture? What are the next steps?
The pandemic has triggered a rapid and unexpected transformation in the workplace, making hybrid work the new standard. As companies continue to adapt to these changes, it is crucial to address the transformation on multiple levels—from physical spaces, behaviors, and skills to mindset and organizational identity.
A model for sustainable change
The concept of logical levels helps understand this transformation. Originally developed by Robert Dilts and rooted in system theory, these levels provide a framework for organizations to systematically manage change. Each level plays a crucial role in the effective implementation of hybrid work models, and ignoring one of these levels can lead to inefficiencies.
- Spaces: Balancing the physical and digital worlds
Physical and digital workspaces are no longer separate. In hybrid environments, teams need access to both and must seamlessly switch between them. According to a report from the Harvard Business Review, flexible office spaces combined with powerful digital tools foster a more engaged team.
Companies like Spotify have paved the way with their “Work From Anywhere” program, allowing employees to work from anywhere while redesigning office spaces for collaborative purposes.
The challenge is to make both spaces equally productive. Well-designed digital platforms can reduce inefficiencies, as demonstrated by Shopify. They have introduced a “Digital by Default” strategy, where customized digital workspaces replace generic office tools, helping teams stay aligned despite geographic distances.
- Behavior: Structuring interactions for success
Employee behavior—how they communicate, collaborate, and share information—becomes even more critical in hybrid setups. Organizations must establish clear behavioral norms. McKinsey emphasizes the importance of well-defined expectations for hybrid work, particularly concerning meeting etiquette, collaboration, and time management.
An example is Siemens, which promotes a “results-oriented work” culture. This framework focuses on outcomes rather than time spent in the office, encouraging employees to find the work environment that suits them best. The official press release: Siemens – New Normal of Work.
To support behavior change, Siemens offers employees training on virtual collaboration, communication, and project management.
- Skills: Building competencies for a hybrid future
The third level focuses on the skills required to succeed in a hybrid environment. Mastery of digital collaboration tools, effective communication, and resilience are essential. Deloitte reports that leadership qualities are evolving as managers now navigate the challenges of remote work while keeping teams motivated and connected.
Vodafone offers leadership training tailored to the challenges of hybrid work. This training includes modules on how to engage distributed teams and use digital tools to foster a sense of community. More information can be found here: Vodafone – Smart Working.
- Mindset: Cultivating a growth mentality
Mindset—or the collective beliefs and attitudes within an organization—directly influences the success of hybrid work. A growth mentality fosters resilience and adaptability, which are crucial for navigating change. According to research by Carol Dweck, organizations that promote a growth mindset encourage employees to view challenges as opportunities for innovation and growth.
L’Oréal is an example of how a culture of experimentation can be integrated. During the pandemic, they adopted a “trial-and-error” approach, allowing teams to test new methods of collaboration without fear of failure. This mindset shift enabled employees to discover effective ways to work in the hybrid model. Details here: L’Oréal – Workplace with Flexibility.
- Identity: Redefining what it means to be a team
Identity, the highest level in Dilts’ model, refers to the collective self-understanding and culture within an organization. A successful hybrid team needs a shared identity aligned with the organization’s values and goals. Accenture has adopted a new form of organizational identity, building a culture that isn’t defined by the physical office but instead focuses on digital collaboration, purpose-driven leadership, and inclusivity.
By clearly defining roles, responsibilities, and goals, Accenture ensures that hybrid work does not undermine the sense of belonging often associated with the physical workspace.
Adapting the hybrid work mode
There is no one-size-fits-all solution. The key is allowing flexibility within a well-defined framework, like Spotify’s model, which lets teams decide how often they meet in person while ensuring everyone has access to the same tools and resources.
Companies that take this multilayered approach to hybrid work—starting with spaces and progressing through behavior, skills, mindset, and identity—are positioning themselves for long-term success in the post-pandemic world.
Final thoughts
As hybrid work becomes the norm, organizations must invest in creating flexible, supportive environments that meet employees’ diverse needs. From optimizing workspaces to fostering a growth mindset, the future of work requires thoughtful, multilayered strategies to ensure that teams not only adapt but thrive.
Are you ready to lead your teams into a new, effective work culture? What are the next steps?